Question 1

Which of the following can inhibit a firm's ability to learn from the alliance?

Accepted Answer

A)  The interface manager is not the target user of the knowledge. 
B)  The firm does not have an information system to diffuse the knowledge acquired. 
C)  The firm does not share its knowledge with the other partner. 
D)  The alliance knowledge is not codified. 
A)  The interface manager is not the target user of the knowledge. 
B)  The firm does not have an information system to diffuse the knowledge acquired. 
C)  The firm does not share its knowledge with the other partner. 
D)  The alliance knowledge is not codified. A

Question 2

Too much enthusiasm by those involved in alliance planning and negotiations can sometimes cause:

Accepted Answer

A)  Realistic expectations and right choices 
B)  Unrealistic expectations and wrong choices 
C)  Unrealistic expectations and right choices 
D)  Realistic expectations and wrong choices. 
A)  Realistic expectations and right choices 
B)  Unrealistic expectations and wrong choices 
C)  Unrealistic expectations and right choices 
D)  Realistic expectations and wrong choices. B

Question 3

A car manufacturer and a multinational computer technology corporation intend to combine their strengths to develop intelligent sound systems for cars.Assuming that both companies will have a moderate to high level of interaction,what would be the most suitable form of alliance to adopt?

Accepted Answer

A)  The firms should develop an R&D consortium, combining teams from both companies. 
B)  The firms should create an equity joint venture, combining assets from both companies. 
C)  The firms should create a licensing agreement to exploit the new application. 
D)  The firms should develop production facilities to be shared between the partners. 
A)  The firms should develop an R&D consortium, combining teams from both companies. 
B)  The firms should create an equity joint venture, combining assets from both companies. 
C)  The firms should create a licensing agreement to exploit the new application. 
D)  The firms should develop production facilities to be shared between the partners. A

Question 4

In industries in which there is a dominant worldwide market leader,joint ventures,strategic alliances,and networks allow coalitions of smaller partners to compete more effectively against a global "common enemy" rather than one another.

Accepted Answer

A) True 
 B)False

Question 5

Collaboration reduces the time and risk associated with the development of new products.

Accepted Answer

A) True 
 B)False

Question 6

Oil & Gas Limited and Small Tech Inc.announced an agreement to develop a new technology for the extraction of gas.Oil & Gas Limited will contribute financial resources and its expertise in gas extraction,while Small Tech will provide its expertise in R&D.To ensure the success of the collaboration,prior to the alliance,both companies should

Accepted Answer

A)  approach prospective clients to get their perspective on the agreement and ensure that there is a market for the new technology they want to develop. 
B)  verify the prospective partner's capabilities and assess its strengths and weaknesses. 
C)  adopt a code of conduct that will clarify the responsibilities of each partner and the ethical behavior that will be expected of each partner. 
D)  agree on the expected revenues and profit sharing. 
A)  approach prospective clients to get their perspective on the agreement and ensure that there is a market for the new technology they want to develop. 
B)  verify the prospective partner's capabilities and assess its strengths and weaknesses. 
C)  adopt a code of conduct that will clarify the responsibilities of each partner and the ethical behavior that will be expected of each partner. 
D)  agree on the expected revenues and profit sharing.

Question 7

Which of the following is not a benefit of a strategic alliance?

Accepted Answer

A)  Firms can transfer their technologies to new markets and increase their revenues from licensing fees. 
B)  Firms can transfer employees to other organizations to reduce operating costs and acquire new knowledge through the employees they transfer. 
C)  Firms can gain access to new markets for existing products and learn important new skills from the partner. 
D)  Firms can share costs and develop new technologies together without being fully integrated. 
A)  Firms can transfer their technologies to new markets and increase their revenues from licensing fees. 
B)  Firms can transfer employees to other organizations to reduce operating costs and acquire new knowledge through the employees they transfer. 
C)  Firms can gain access to new markets for existing products and learn important new skills from the partner. 
D)  Firms can share costs and develop new technologies together without being fully integrated.

Question 8

When the alliance's tasks are characterized by extensive functional interdependencies

Accepted Answer

A)  it is preferable to have a dominant partner that can assume the functional tasks. 
B)  it is preferable to merge both companies. 
C)  the development of clear operating rules is the only way to maintain boundaries between the functions. 
D)  the creation of a separate entity is the most effective way to manage the linkages between the various functions. 
A)  it is preferable to have a dominant partner that can assume the functional tasks. 
B)  it is preferable to merge both companies. 
C)  the development of clear operating rules is the only way to maintain boundaries between the functions. 
D)  the creation of a separate entity is the most effective way to manage the linkages between the various functions.

Question 9

While the investment and growth benefits associated with partnering generally yield substantial benefit to smaller firms that are pursuing rapid growth with limited resources,these benefits diminish with size such that the very largest MNEs generally find that the benefits of "going it alone" exceed the costs associated with partnering.

Accepted Answer

A) True 
 B)False

Question 10

Managing knowledge flow is important for a firm that wants to get the most from its partnership with another company.What can a firm do to ensure it gets the most from its collaboration while preventing the outflow of information they do not wish to share with their alliance partner?

Accepted Answer

The process of collaboration creates a f

Question 11

Once an alliance is formed,the goals,tasks and management processes of the alliance must be constantly monitored and adapted to changing conditions.

Accepted Answer

A) True 
 B)False

Question 12

Strategic alliances with customers are a form of collaboration that enable MNEs to increase their bargaining power and reduce their costs.

Accepted Answer

A) True 
 B)False

Question 13

Cross-border collaborations have become increasingly important.While the size of an MNE's corporate allies is extremely important to the MNE's performance,the quality of its corporate allies is only marginally important to the MNE's performance.

Accepted Answer

A) True 
 B)False

Question 14

Strategic alliances are only forged for long durations.Firms should not enter collaborative agreements with a short-term horizon.

Accepted Answer

A) True 
 B)False

Question 15

Robert is an operating manager for a large organization.Robert's organization will be engaging in a joint venture.He has been assigned the responsibility of overseeing his firm's participation in the joint venture.As such,Robert's supervisor has asked him to participate in the negotiation process.Even if Robert is not familiar with the negotiations,his presence at this stage is essential to

Accepted Answer

A)  ensure that the definition and understanding of the alliance's goals are clear and consistent 
B)  give the joint venture partner an opportunity to accept or reject Robert's leadership of his firm's participation in the partnership. 
C)  communicate Robert's extensive familiarity with his own firm to the joint venture partner. 
D)  make him feel important and test his capacity to operate in a stressful situation. 
A)  ensure that the definition and understanding of the alliance's goals are clear and consistent 
B)  give the joint venture partner an opportunity to accept or reject Robert's leadership of his firm's participation in the partnership. 
C)  communicate Robert's extensive familiarity with his own firm to the joint venture partner. 
D)  make him feel important and test his capacity to operate in a stressful situation.

Question 16

Parent companies assume an important role on the joint venture or alliance's board.Which of the following is not among the pivotal responsibilities of the board's members?

Accepted Answer

A)  Reviewing performance. 
B)  Ensuring that employment practices do not impinge on cultural norms. 
C)  Overseeing capital allocation decisions. 
D)  Monitoring risk management practices and policies. 
A)  Reviewing performance. 
B)  Ensuring that employment practices do not impinge on cultural norms. 
C)  Overseeing capital allocation decisions. 
D)  Monitoring risk management practices and policies.

Question 17

Entering collaborative relationships with other firms is one way for firms to meet the needs of an increasingly complex environment.

Accepted Answer

A) True 
 B)False

Question 18

In an alliance,the success of an integrative equality agreement requires

Accepted Answer

A)  the delegation of authority to individuals chosen by both partners. 
B)  the dispersal of decision-making on select issues to at least one of the partners. 
C)  the development of a code of conduct for conflict resolution. 
D)  the selection of individuals that report to both alliance partners. 
A)  the delegation of authority to individuals chosen by both partners. 
B)  the dispersal of decision-making on select issues to at least one of the partners. 
C)  the development of a code of conduct for conflict resolution. 
D)  the selection of individuals that report to both alliance partners.

Question 19

The negotiation of an integrative equality agreement implies that each committee in the alliance is structured with clear:

Accepted Answer

A)  co-shared leadership, but each company takes responsibility for different tasks. 
B)  single-handed leadership, but tasks are developed internally within the joint venture. 
C)  single-handed leadership, but each company takes responsibility for different tasks. 
D)  co-shared leadership, but tasks are developed internally within the joint venture. 
A)  co-shared leadership, but each company takes responsibility for different tasks. 
B)  single-handed leadership, but tasks are developed internally within the joint venture. 
C)  single-handed leadership, but each company takes responsibility for different tasks. 
D)  co-shared leadership, but tasks are developed internally within the joint venture.

Question 20

Equality between partners is essential,regardless of the governance structure.

Accepted Answer

A) True 
 B)False

Which of the following can inhibit a firm's ability to learn from the alliance?

Too much enthusiasm by those involved in alliance planning and negotiations can sometimes cause:

A car manufacturer and a multinational computer technology corporation intend to combine their strengths to develop intelligent sound systems for cars.Assuming that both companies will have a moderate to high level of interaction,what would be the most suitable form of alliance to adopt?

In industries in which there is a dominant worldwide market leader,joint ventures,strategic alliances,and networks allow coalitions of smaller partners to compete more effectively against a global "common enemy" rather than one another.

Collaboration reduces the time and risk associated with the development of new products.

Which of the following is not a benefit of a strategic alliance?

When the alliance's tasks are characterized by extensive functional interdependencies

Managing knowledge flow is important for a firm that wants to get the most from its partnership with another company.What can a firm do to ensure it gets the most from its collaboration while preventing the outflow of information they do not wish to share with their alliance partner?

Once an alliance is formed,the goals,tasks and management processes of the alliance must be constantly monitored and adapted to changing conditions.

Strategic alliances with customers are a form of collaboration that enable MNEs to increase their bargaining power and reduce their costs.

Cross-border collaborations have become increasingly important.While the size of an MNE's corporate allies is extremely important to the MNE's performance,the quality of its corporate allies is only marginally important to the MNE's performance.

Strategic alliances are only forged for long durations.Firms should not enter collaborative agreements with a short-term horizon.

Parent companies assume an important role on the joint venture or alliance's board.Which of the following is not among the pivotal responsibilities of the board's members?

Entering collaborative relationships with other firms is one way for firms to meet the needs of an increasingly complex environment.

In an alliance,the success of an integrative equality agreement requires

The negotiation of an integrative equality agreement implies that each committee in the alliance is structured with clear:

Equality between partners is essential,regardless of the governance structure.

Expanding abroad: Motivations, means, and mentalities

Understanding the international context: Responding to conflicting environmental forces

Developing Transnational Strategies: Building Layers of Competitive Advantage

Developing a Transnational Organization: Managing Integration, Responsiveness, and Flexibility

Creating Worldwide Innovation and Learning: Exploiting Cross-Border Knowledge Management

Implementing the Strategy: Building Multidimensional Capabilities

The Future of the Transnational: An Evolving Global Role

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Exam 6: Engaging in Cross-Border Collaboration: Managing across Corporate Boundaries

Which of the following can inhibit a firm's ability to learn from the alliance?

Too much enthusiasm by those involved in alliance planning and negotiations can sometimes cause:

A car manufacturer and a multinational computer technology corporation intend to combine their strengths to develop intelligent sound systems for cars.Assuming that both companies will have a moderate to high level of interaction,what would be the most suitable form of alliance to adopt?

In industries in which there is a dominant worldwide market leader,joint ventures,strategic alliances,and networks allow coalitions of smaller partners to compete more effectively against a global "common enemy" rather than one another.

Collaboration reduces the time and risk associated with the development of new products.

Which of the following is not a benefit of a strategic alliance?

When the alliance's tasks are characterized by extensive functional interdependencies

Managing knowledge flow is important for a firm that wants to get the most from its partnership with another company.What can a firm do to ensure it gets the most from its collaboration while preventing the outflow of information they do not wish to share with their alliance partner?

Once an alliance is formed,the goals,tasks and management processes of the alliance must be constantly monitored and adapted to changing conditions.

Strategic alliances with customers are a form of collaboration that enable MNEs to increase their bargaining power and reduce their costs.

Cross-border collaborations have become increasingly important.While the size of an MNE's corporate allies is extremely important to the MNE's performance,the quality of its corporate allies is only marginally important to the MNE's performance.

Strategic alliances are only forged for long durations.Firms should not enter collaborative agreements with a short-term horizon.

Parent companies assume an important role on the joint venture or alliance's board.Which of the following is not among the pivotal responsibilities of the board's members?

Entering collaborative relationships with other firms is one way for firms to meet the needs of an increasingly complex environment.

In an alliance,the success of an integrative equality agreement requires

The negotiation of an integrative equality agreement implies that each committee in the alliance is structured with clear:

Equality between partners is essential,regardless of the governance structure.

Expanding abroad: Motivations, means, and mentalities

Understanding the international context: Responding to conflicting environmental forces

Developing Transnational Strategies: Building Layers of Competitive Advantage

Developing a Transnational Organization: Managing Integration, Responsiveness, and Flexibility

Creating Worldwide Innovation and Learning: Exploiting Cross-Border Knowledge Management

Implementing the Strategy: Building Multidimensional Capabilities

The Future of the Transnational: An Evolving Global Role

Filters