Question 1

​The high entry barriers in a given industry:

Accepted Answer

A)  ​Preclude any alliance activity. 
B)  ​May result in alliances that can lower cost and risks to market entry. 
C)  ​Prevent network ties from reaching an alliance level. 
D)  ​Tend to dilute the individual strength of any firm in the alliance. 
A)  ​Preclude any alliance activity. 
B)  ​May result in alliances that can lower cost and risks to market entry. 
C)  ​Prevent network ties from reaching an alliance level. 
D)  ​Tend to dilute the individual strength of any firm in the alliance. B

Question 2

Emerging trends concerning formal government policies on entry mode requirements include:

Accepted Answer

A)  More conservative policies. 
B)  Imposing considerable requirements. 
C)  Banning joint ventures. 
D)  Welcoming wholly owned subsidiaries. 
A)  More conservative policies. 
B)  Imposing considerable requirements. 
C)  Banning joint ventures. 
D)  Welcoming wholly owned subsidiaries. B

Question 3

How can an organizational alliance be "win-win?"

Accepted Answer

The whole reason for two or more firms entering into an alliance is that they each hope to gain something.The gain of one firm does not have to be at the expense of another firm: Firm A may have a strength that B lacks and Firm B may have a strength that A lacks.Both may be able learn and benefit from each other/ The "cooperative specialization" school,posits that different firms in a relationship may want to specialize in different tasks in exchange for access to partners' contributions.Techniques to assure that one party does not gain at the expense of the other include mutual taking of hostages (such as cross-licensing)and prevention of spillovers.

Question 4

What can be done to maintain a successful alliance among global firms?

Accepted Answer

The best way to maintain a successful al

Question 5

​What are the drawbacks of forming an alliance? How does the learning race become a drawback?

Accepted Answer

​Alliances have a number of drawbacks.Fi

Question 6

​Why might it be better to have a majority or minority position in a joint venture?

Accepted Answer

​The logic of having a higher level of e

Question 7

​A firm deciding to pursue an alliance relationship with another firm has already made which of the following decisions?

Accepted Answer

A)  ​Growth through market transactions is the best course of action. 
B)  ​Acquisition in this situation is risky. 
C)  ​Real options are not to be considered. 
D)  ​Institutional constraints are unimportant. 
A)  ​Growth through market transactions is the best course of action. 
B)  ​Acquisition in this situation is risky. 
C)  ​Real options are not to be considered. 
D)  ​Institutional constraints are unimportant.

Question 8

Why and how might a "real option" be useful in a joint venture?

Accepted Answer

When a joint venture is launched,one of

Question 9

​A way that many large MNEs typically deal with deal with the organizational issues of alliances is:

Accepted Answer

A)  ​A way that many large MNEs typically deal with deal with the organizational issues of alliances is: 
B)  ​By developing a dedicated alliance function. 
C)  ​To focus primarily on firm-level organizational issues. 
D)  ​Through an alliance template and standard metrics and checklists. 
A)  ​A way that many large MNEs typically deal with deal with the organizational issues of alliances is: 
B)  ​By developing a dedicated alliance function. 
C)  ​To focus primarily on firm-level organizational issues. 
D)  ​Through an alliance template and standard metrics and checklists.

Question 10

​A firm that does not exercise a real option faces punitive consequences.

Accepted Answer

A) True 
 B)False

Question 11

​For equity-based alliances and networks,the nature of shared resources and the degree of tacitness and complexity are:

Accepted Answer

A)  ​Low. 
B)  ​Moderate. 
C)  ​High. 
D)  ​Irrelevant. 
A)  ​Low. 
B)  ​Moderate. 
C)  ​High. 
D)  ​Irrelevant.

Question 12

​Describe some objective measures and some subjective measures for measuring the level of an alliance's performance.

Accepted Answer

​First,the level of equity may be crucia

Question 13

​For non-equity-based alliances,the importance of direct organizational monitoring and control is:

Accepted Answer

A)  ​Low. 
B)  ​Moderate. 
C)  High. 
D)  ​Irrelevant. 
A)  ​Low. 
B)  ​Moderate. 
C)  High. 
D)  ​Irrelevant.

Question 14

Which of the following are NOT true regarding managers involved in alliances and networks?

Accepted Answer

A)  They require relationship skills which foster trust with partners. 
B)  They must guard against opportunism. 
C)  They must recognize that interests of the firms fully overlap. 
D)  They have to represent the interests of their respective firms. 
A)  They require relationship skills which foster trust with partners. 
B)  They must guard against opportunism. 
C)  They must recognize that interests of the firms fully overlap. 
D)  They have to represent the interests of their respective firms.

Question 15

Strategic alliances involve:

Accepted Answer

A)  Obligatory agreements between firms. 
B)  Compromises between short-term transactions and long-term solutions. 
C)  Eventual acquisitions. 
D)  None of the above. 
A)  Obligatory agreements between firms. 
B)  Compromises between short-term transactions and long-term solutions. 
C)  Eventual acquisitions. 
D)  None of the above.

Question 16

​A firm in an alliance is likely to have other interfirm alliances as well,which makes it important to:

Accepted Answer

A)  ​Close the door to additional alliances. 
B)  ​Insist on direct monitoring and control. 
C)  ​Manage the relationships as a corporate portfolio. 
D)  ​None of the above. 
A)  ​Close the door to additional alliances. 
B)  ​Insist on direct monitoring and control. 
C)  ​Manage the relationships as a corporate portfolio. 
D)  ​None of the above.

Question 17

From the perspective of network position,firms located in the center of interfirm networks accumulate less power and influence.

Accepted Answer

A) True 
 B)False

Question 18

The strategic choice concerning whether to form cooperative interfirm relationships or to rely on pure market transactions or M&As to grow the firm is part of:

Accepted Answer

A)  Stage One. 
B)  Stage Two. 
C)  Stage Three. 
D)  Stage Four. 
A)  Stage One. 
B)  Stage Two. 
C)  Stage Three. 
D)  Stage Four.

Question 19

Weak ties excel at connecting with distant others who possess unique and novel information.

Accepted Answer

A) True 
 B)False

Question 20

Which of the following is NOT involved in the stages of forming business relationships?

Accepted Answer

A)  The decision to cooperate. 
B)  Positioning the relationship. 
C)  The choice of contract or equity. 
D)  All of the above. 
A)  The decision to cooperate. 
B)  Positioning the relationship. 
C)  The choice of contract or equity. 
D)  All of the above.

The high entry barriers in a given industry:

Emerging trends concerning formal government policies on entry mode requirements include:

How can an organizational alliance be "win-win?"

What can be done to maintain a successful alliance among global firms?

What are the drawbacks of forming an alliance? How does the learning race become a drawback?

Why might it be better to have a majority or minority position in a joint venture?

A firm deciding to pursue an alliance relationship with another firm has already made which of the following decisions?

Why and how might a "real option" be useful in a joint venture?

A way that many large MNEs typically deal with deal with the organizational issues of alliances is:

A firm that does not exercise a real option faces punitive consequences.

For equity-based alliances and networks,the nature of shared resources and the degree of tacitness and complexity are:

Describe some objective measures and some subjective measures for measuring the level of an alliance's performance.

For non-equity-based alliances,the importance of direct organizational monitoring and control is:

Which of the following are NOT true regarding managers involved in alliances and networks?

Strategic alliances involve:

A firm in an alliance is likely to have other interfirm alliances as well,which makes it important to:

From the perspective of network position,firms located in the center of interfirm networks accumulate less power and influence.

The strategic choice concerning whether to form cooperative interfirm relationships or to rely on pure market transactions or M&As to grow the firm is part of:

Weak ties excel at connecting with distant others who possess unique and novel information.

Which of the following is NOT involved in the stages of forming business relationships?

Strategizing Around the Globe

Managing Industry Competition

Leveraging Resources and Capabilities

Emphasizing Institutions, cultures, and Ethics

Growing and Internationalizingthe Entrepreneurial Firm

Entering Foreign Markets

Managing Global Competitive Dynamics

Diversifying, acquiring, and Restructuring

Strategizing, structuring, and Learningaround the World

Governing the Corporation Around the World

Strategizing With Corporate Social Responsibility

Filters

Exam 7: Making Strategic Alliancee and Networks Work

​The high entry barriers in a given industry:

Emerging trends concerning formal government policies on entry mode requirements include:

How can an organizational alliance be "win-win?"

What can be done to maintain a successful alliance among global firms?

​What are the drawbacks of forming an alliance? How does the learning race become a drawback?

​Why might it be better to have a majority or minority position in a joint venture?

​A firm deciding to pursue an alliance relationship with another firm has already made which of the following decisions?

Why and how might a "real option" be useful in a joint venture?

​A way that many large MNEs typically deal with deal with the organizational issues of alliances is:

​A firm that does not exercise a real option faces punitive consequences.

​For equity-based alliances and networks,the nature of shared resources and the degree of tacitness and complexity are:

​Describe some objective measures and some subjective measures for measuring the level of an alliance's performance.

​For non-equity-based alliances,the importance of direct organizational monitoring and control is:

Which of the following are NOT true regarding managers involved in alliances and networks?

Strategic alliances involve:

​A firm in an alliance is likely to have other interfirm alliances as well,which makes it important to:

From the perspective of network position,firms located in the center of interfirm networks accumulate less power and influence.

The strategic choice concerning whether to form cooperative interfirm relationships or to rely on pure market transactions or M&As to grow the firm is part of:

Weak ties excel at connecting with distant others who possess unique and novel information.

Which of the following is NOT involved in the stages of forming business relationships?

Strategizing Around the Globe

Managing Industry Competition

Leveraging Resources and Capabilities

Emphasizing Institutions, cultures, and Ethics

Growing and Internationalizingthe Entrepreneurial Firm

Entering Foreign Markets

Managing Global Competitive Dynamics

Diversifying, acquiring, and Restructuring

Strategizing, structuring, and Learningaround the World

Governing the Corporation Around the World

Strategizing With Corporate Social Responsibility

Filters

The high entry barriers in a given industry:

What are the drawbacks of forming an alliance? How does the learning race become a drawback?

Why might it be better to have a majority or minority position in a joint venture?

A firm deciding to pursue an alliance relationship with another firm has already made which of the following decisions?

A way that many large MNEs typically deal with deal with the organizational issues of alliances is:

A firm that does not exercise a real option faces punitive consequences.

For equity-based alliances and networks,the nature of shared resources and the degree of tacitness and complexity are:

Describe some objective measures and some subjective measures for measuring the level of an alliance's performance.

For non-equity-based alliances,the importance of direct organizational monitoring and control is:

A firm in an alliance is likely to have other interfirm alliances as well,which makes it important to: