Question 1

​The pendulum view of globalization explains the steady expansion and contraction of individual nations' economies.

Accepted Answer

A) True 
 B)False

Question 2

Many BRIC local firms are:

Accepted Answer

A)  Focused only on competing globally. 
B)  Growing their absolute GDP but failing to increase their percentage of world GDP. 
C)  Inadequate in mounting any competitive threat to Triad-based MNEs. 
D)  Effectively competing at home. 
A)  Focused only on competing globally. 
B)  Growing their absolute GDP but failing to increase their percentage of world GDP. 
C)  Inadequate in mounting any competitive threat to Triad-based MNEs. 
D)  Effectively competing at home.

Question 3

​The Japanese practice of employing a network form of supplier management rather than using costly acquisitions that is common in the West is known as:

Accepted Answer

A)  ​Keiretsu. 
B)  ​Guanxi. 
C)  ​Chaebol. 
D)  ​Blat. 
A)  ​Keiretsu. 
B)  ​Guanxi. 
C)  ​Chaebol. 
D)  ​Blat.

Question 4

​If done well,a SWOT analysis will turn unrealized strategies into intended strategies.

Accepted Answer

A) True 
 B)False

Question 5

​In determining the success and failure of firms around the globe,strategic managers will look at :

Accepted Answer

A)  ​How to acquire,leverage,and sustain competitive advantage over time. 
B)  ​A comparative analysis of industry-based,resource-based,and institution-based practices. 
C)  ​How to best standardize a firm's products and services on a worldwide basis. 
D)  ​A standardized balanced scorecard across industries. 
A)  ​How to acquire,leverage,and sustain competitive advantage over time. 
B)  ​A comparative analysis of industry-based,resource-based,and institution-based practices. 
C)  ​How to best standardize a firm's products and services on a worldwide basis. 
D)  ​A standardized balanced scorecard across industries.

Question 6

Semiglobalization involves doing business in either the Northern or Southern Hemisphere but not both.

Accepted Answer

A) True 
 B)False

Question 7

A hallmark of theory building and development is:

Accepted Answer

A)  The outcome of a test. 
B)  Replication. 
C)  Intuition. 
D)  Consensus. 
A)  The outcome of a test. 
B)  Replication. 
C)  Intuition. 
D)  Consensus.

Question 8

The text points out that not all firms should go global.In view of the vast opportunities,why should some firms not pursue international business?

Accepted Answer

Many will point out that success in one

Question 9

Why is there a backlash against globalization,and how do aspects of that backlash actually enhance globalization?

Accepted Answer

As the text points out,many incorrectly

Question 10

Having valuable,unique,and hard-to-imitate capabilities may be advantageous in doing business globally.However,what is the problem with trying to maintain that advantage?

Accepted Answer

There are many possible ways to answer t

Question 11

​In looking at strategy,the authors address all of the following questions EXCEPT:

Accepted Answer

A)  ​Why do firms differ? 
B)  ​How do firms behave? 
C)  ​What determines the scope of the firm? 
D)  ​Is strategy really necessary in business? 
A)  ​Why do firms differ? 
B)  ​How do firms behave? 
C)  ​What determines the scope of the firm? 
D)  ​Is strategy really necessary in business?

Question 12

​The quality of management practices around the world does not seem to correlate well with the level of economic development.

Accepted Answer

A) True 
 B)False

Question 13

Globalization is viewed as:

Accepted Answer

A)  A new force sweeping through the world in recent times. 
B)  A long-run historical evolution since the dawn of human history. 
C)  A pendulum that swings from one extreme to another from time to time. 
D)  All of the above. 
A)  A new force sweeping through the world in recent times. 
B)  A long-run historical evolution since the dawn of human history. 
C)  A pendulum that swings from one extreme to another from time to time. 
D)  All of the above.

Question 14

In an institution-based view of strategy,the informal rules of the game:

Accepted Answer

A)  Must be avoided because global business is not a mere game. 
B)  Are being replaced by formal rules. 
C)  Often require that the firm seek to change the informal rules instead of going along with those rules. 
D)  Need to be understood by firms. 
A)  Must be avoided because global business is not a mere game. 
B)  Are being replaced by formal rules. 
C)  Often require that the firm seek to change the informal rules instead of going along with those rules. 
D)  Need to be understood by firms.

Question 15

​The concept of strategy as integration means that strategy is a combination of planned deliberate actions and unplanned emergent activities.

Accepted Answer

A) True 
 B)False

Question 16

If a strategy (theory)is truly successful,it will work not just for one firm but for all others as well.

Accepted Answer

A) True 
 B)False

Question 17

​The current brand of "global strategy" seems relevant only for multinational enterprises from developed countries,primarily North America,Europe,and Japan.

Accepted Answer

A) True 
 B)False

Question 18

​In the global economic pyramid,the top tier includes the 2 billion people whose annual per capita income is greater than US$20,000.

Accepted Answer

A) True 
 B)False

Question 19

Overall,strategy is:

Accepted Answer

A)  A rulebook. 
B)  A blueprint. 
C)  A set of programmed instructions. 
D)  None of the above. 
A)  A rulebook. 
B)  A blueprint. 
C)  A set of programmed instructions. 
D)  None of the above.

Question 20

The industry-based view posits that the degree of competitiveness in an industry largely determines firm performance.

Accepted Answer

A) True 
 B)False

The pendulum view of globalization explains the steady expansion and contraction of individual nations' economies.

Many BRIC local firms are:

The Japanese practice of employing a network form of supplier management rather than using costly acquisitions that is common in the West is known as:

If done well,a SWOT analysis will turn unrealized strategies into intended strategies.

In determining the success and failure of firms around the globe,strategic managers will look at :

Semiglobalization involves doing business in either the Northern or Southern Hemisphere but not both.

A hallmark of theory building and development is:

The text points out that not all firms should go global.In view of the vast opportunities,why should some firms not pursue international business?

Why is there a backlash against globalization,and how do aspects of that backlash actually enhance globalization?

Having valuable,unique,and hard-to-imitate capabilities may be advantageous in doing business globally.However,what is the problem with trying to maintain that advantage?

In looking at strategy,the authors address all of the following questions EXCEPT:

The quality of management practices around the world does not seem to correlate well with the level of economic development.

Globalization is viewed as:

In an institution-based view of strategy,the informal rules of the game:

The concept of strategy as integration means that strategy is a combination of planned deliberate actions and unplanned emergent activities.

If a strategy (theory)is truly successful,it will work not just for one firm but for all others as well.

The current brand of "global strategy" seems relevant only for multinational enterprises from developed countries,primarily North America,Europe,and Japan.

In the global economic pyramid,the top tier includes the 2 billion people whose annual per capita income is greater than US$20,000.

Overall,strategy is:

The industry-based view posits that the degree of competitiveness in an industry largely determines firm performance.

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

Strategizing, structuring, and Learningaround the World

Governing the Corporation Around the World

Strategizing With Corporate Social Responsibility

Filters

Exam 1: Strategizing Around the Globe

​The pendulum view of globalization explains the steady expansion and contraction of individual nations' economies.

Many BRIC local firms are:

​The Japanese practice of employing a network form of supplier management rather than using costly acquisitions that is common in the West is known as:

​If done well,a SWOT analysis will turn unrealized strategies into intended strategies.

​In determining the success and failure of firms around the globe,strategic managers will look at :

Semiglobalization involves doing business in either the Northern or Southern Hemisphere but not both.

A hallmark of theory building and development is:

The text points out that not all firms should go global.In view of the vast opportunities,why should some firms not pursue international business?

Why is there a backlash against globalization,and how do aspects of that backlash actually enhance globalization?

Having valuable,unique,and hard-to-imitate capabilities may be advantageous in doing business globally.However,what is the problem with trying to maintain that advantage?

​In looking at strategy,the authors address all of the following questions EXCEPT:

​The quality of management practices around the world does not seem to correlate well with the level of economic development.

Globalization is viewed as:

In an institution-based view of strategy,the informal rules of the game:

​The concept of strategy as integration means that strategy is a combination of planned deliberate actions and unplanned emergent activities.

If a strategy (theory)is truly successful,it will work not just for one firm but for all others as well.

​The current brand of "global strategy" seems relevant only for multinational enterprises from developed countries,primarily North America,Europe,and Japan.

​In the global economic pyramid,the top tier includes the 2 billion people whose annual per capita income is greater than US$20,000.

Overall,strategy is:

The industry-based view posits that the degree of competitiveness in an industry largely determines firm performance.

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

Strategizing, structuring, and Learningaround the World

Governing the Corporation Around the World

Strategizing With Corporate Social Responsibility

Filters

The pendulum view of globalization explains the steady expansion and contraction of individual nations' economies.

The Japanese practice of employing a network form of supplier management rather than using costly acquisitions that is common in the West is known as:

If done well,a SWOT analysis will turn unrealized strategies into intended strategies.

In determining the success and failure of firms around the globe,strategic managers will look at :

In looking at strategy,the authors address all of the following questions EXCEPT:

The quality of management practices around the world does not seem to correlate well with the level of economic development.

The concept of strategy as integration means that strategy is a combination of planned deliberate actions and unplanned emergent activities.

The current brand of "global strategy" seems relevant only for multinational enterprises from developed countries,primarily North America,Europe,and Japan.

In the global economic pyramid,the top tier includes the 2 billion people whose annual per capita income is greater than US$20,000.