Question 1

The compatibility between the IJV partners is most important when it comes to

Accepted Answer

A)  formation of the IJV 
B)  mutual learning opportunities 
C)  development and implementation 
D)  advancement of IJV 
A)  formation of the IJV 
B)  mutual learning opportunities 
C)  development and implementation 
D)  advancement of IJV B

Question 2

In this stage of a M&A, the M&A steering team is formed and educated on people issues.

Accepted Answer

A)  pre-M&A 
B)  due diligence 
C)  integration planning 
D)  implementation 
A)  pre-M&A 
B)  due diligence 
C)  integration planning 
D)  implementation A

Question 3

Which of these is NOT a top ten barrier for SMEs internationalizing their operations?

Accepted Answer

A)  shortage of working capital to finance exports 
B)  lack of managerial time to deal with internationalization 
C)  inadequate quantity of and/or untrained personnel for internationalization 
D)  inflexible corporate culture 
A)  shortage of working capital to finance exports 
B)  lack of managerial time to deal with internationalization 
C)  inadequate quantity of and/or untrained personnel for internationalization 
D)  inflexible corporate culture D

Question 4

During an IJV, Kabst calls the key management positions the parent firms compete for

Accepted Answer

A)  functional gatekeepers 
B)  strategy implementers 
C)  innovators 
D)  collaborators 
A)  functional gatekeepers 
B)  strategy implementers 
C)  innovators 
D)  collaborators

Question 5

In this role during IJV formation, an HR manager should take the needs of all stakeholders into account.

Accepted Answer

A)  partnership 
B)  change facilitator and strategy implementer 
C)  innovator 
D)  collaborator 
A)  partnership 
B)  change facilitator and strategy implementer 
C)  innovator 
D)  collaborator

Question 6

In the USA _____ of total employment is with organizations with fewer than 20 employees.

Accepted Answer

A)  under 20% 
B)  50% 
C)  60% 
D)  over 80% 
A)  under 20% 
B)  50% 
C)  60% 
D)  over 80%

Question 7

Which of the following is NOT a conceptual tool for strategic HRM in M&As?

Accepted Answer

A)  resources 
B)  environments 
C)  processes 
D)  values 
A)  resources 
B)  environments 
C)  processes 
D)  values

Question 8

At this stage of a M&A, HR ensures capture of synergies with incentives and manages ongoing cultural change.

Accepted Answer

A)  pre-M&A 
B)  due diligence 
C)  integration planning 
D)  implementation 
A)  pre-M&A 
B)  due diligence 
C)  integration planning 
D)  implementation

Question 9

In this role during IJV formation, an HR manager should identify talent for executing IJV strategies.

Accepted Answer

A)  partnership 
B)  change facilitator and strategy implementer 
C)  innovator 
D)  collaborator 
A)  partnership 
B)  change facilitator and strategy implementer 
C)  innovator 
D)  collaborator

Question 10

By definition, the number of people that work for a small enterprise is

Accepted Answer

A)  < 20 
B)  < 50 
C)  < 100 
D)  < 250 
A)  < 20 
B)  < 50 
C)  < 100 
D)  < 250

Question 11

Performance-related pay is more popular in the USA than in

Accepted Answer

A)  Japan 
B)  Germany 
C)  both Japan and Germany 
D)  none of the above 
A)  Japan 
B)  Germany 
C)  both Japan and Germany 
D)  none of the above

Question 12

Which of these skills is important for expatriate success in the acquired firm of an acquisition?

Accepted Answer

A)  language skills 
B)  intercultural competence 
C)  industry experience 
D)  all of the above 
A)  language skills 
B)  intercultural competence 
C)  industry experience 
D)  all of the above

Question 13

What is the number one barrier to international market access for an SME?

Accepted Answer

A)  shortage of working capital to finance exports 
B)  lack of managerial time to deal with internationalization 
C)  inadequate quantity of and/or untrained personnel for internationalization 
D)  inflexible corporate culture 
A)  shortage of working capital to finance exports 
B)  lack of managerial time to deal with internationalization 
C)  inadequate quantity of and/or untrained personnel for internationalization 
D)  inflexible corporate culture

Question 14

By definition, the number of people that work for a medium-sized enterprise is

Accepted Answer

A)  < 20 
B)  < 50 
C)  < 100 
D)  < 250 
A)  < 20 
B)  < 50 
C)  < 100 
D)  < 250

Question 15

Most successful international SME HR strategies have involved

Accepted Answer

A)  outsourcing HRM 
B)  sharing IHRM with larger MNEs 
C)  both of the above 
D)  in-house reduced staff HRM 
A)  outsourcing HRM 
B)  sharing IHRM with larger MNEs 
C)  both of the above 
D)  in-house reduced staff HRM

Question 16

At this stage of a M&A, a staffing plan and culturally sensitive communication strategies are developed.

Accepted Answer

A)  pre-M&A 
B)  due diligence 
C)  integration planning 
D)  implementation 
A)  pre-M&A 
B)  due diligence 
C)  integration planning 
D)  implementation

Question 17

Training and development is most extensive for MNEs from

Accepted Answer

A)  Germany 
B)  Japan 
C)  UK 
D)  USA 
A)  Germany 
B)  Japan 
C)  UK 
D)  USA

Question 18

At this stage of a M&A, HR compatibility and cultural issues are identified and assessed.

Accepted Answer

A)  pre-M&A 
B)  due diligence 
C)  integration planning 
D)  implementation 
A)  pre-M&A 
B)  due diligence 
C)  integration planning 
D)  implementation

Question 19

In this role during IJV formation, an HR manager should conceptualize and implement new strategies involving trust-based communication and co-operation with relevant partners.

Accepted Answer

A)  partnership 
B)  change facilitator and strategy implementer 
C)  innovator 
D)  collaborator 
A)  partnership 
B)  change facilitator and strategy implementer 
C)  innovator 
D)  collaborator

Question 20

In which of these economies do SMEs form more than 99% of the enterpises?

Accepted Answer

A)  European Economic Area 
B)  Asia-Pacific Region 
C)  USA 
D)  Southern Common Market 
A)  European Economic Area 
B)  Asia-Pacific Region 
C)  USA 
D)  Southern Common Market

The compatibility between the IJV partners is most important when it comes to

In this stage of a M&A, the M&A steering team is formed and educated on people issues.

Which of these is NOT a top ten barrier for SMEs internationalizing their operations?

During an IJV, Kabst calls the key management positions the parent firms compete for

In this role during IJV formation, an HR manager should take the needs of all stakeholders into account.

In the USA _____ of total employment is with organizations with fewer than 20 employees.

Which of the following is NOT a conceptual tool for strategic HRM in M&As?

At this stage of a M&A, HR ensures capture of synergies with incentives and manages ongoing cultural change.

In this role during IJV formation, an HR manager should identify talent for executing IJV strategies.

By definition, the number of people that work for a small enterprise is

Performance-related pay is more popular in the USA than in

Which of these skills is important for expatriate success in the acquired firm of an acquisition?

What is the number one barrier to international market access for an SME?

By definition, the number of people that work for a medium-sized enterprise is

Most successful international SME HR strategies have involved

At this stage of a M&A, a staffing plan and culturally sensitive communication strategies are developed.

Training and development is most extensive for MNEs from

At this stage of a M&A, HR compatibility and cultural issues are identified and assessed.

In this role during IJV formation, an HR manager should conceptualize and implement new strategies involving trust-based communication and co-operation with relevant partners.

In which of these economies do SMEs form more than 99% of the enterpises?

Introduction

The Cultural Context of IHRM

The Organizational Context

Sourcing Human Resources for Global Markets Staffing, Recruitment and Selection

International Performance Management

International Training, Development and Careers

International Compensation

International Industrial Relations and the Global Institutional Context

IHRM Trends and Future Challenges

Filters

Exam 4: IHRM in Cross-Border Mergers Acquisitions, International Alliances and SMES

The compatibility between the IJV partners is most important when it comes to

In this stage of a M&A, the M&A steering team is formed and educated on people issues.

Which of these is NOT a top ten barrier for SMEs internationalizing their operations?

During an IJV, Kabst calls the key management positions the parent firms compete for

In this role during IJV formation, an HR manager should take the needs of all stakeholders into account.

In the USA _____ of total employment is with organizations with fewer than 20 employees.

Which of the following is NOT a conceptual tool for strategic HRM in M&As?

At this stage of a M&A, HR ensures capture of synergies with incentives and manages ongoing cultural change.

In this role during IJV formation, an HR manager should identify talent for executing IJV strategies.

By definition, the number of people that work for a small enterprise is

Performance-related pay is more popular in the USA than in

Which of these skills is important for expatriate success in the acquired firm of an acquisition?

What is the number one barrier to international market access for an SME?

By definition, the number of people that work for a medium-sized enterprise is

Most successful international SME HR strategies have involved

At this stage of a M&A, a staffing plan and culturally sensitive communication strategies are developed.

Training and development is most extensive for MNEs from

At this stage of a M&A, HR compatibility and cultural issues are identified and assessed.

In this role during IJV formation, an HR manager should conceptualize and implement new strategies involving trust-based communication and co-operation with relevant partners.

In which of these economies do SMEs form more than 99% of the enterpises?

Introduction

The Cultural Context of IHRM

The Organizational Context

Sourcing Human Resources for Global Markets Staffing, Recruitment and Selection

International Performance Management

International Training, Development and Careers

International Compensation

International Industrial Relations and the Global Institutional Context

IHRM Trends and Future Challenges

Filters