Exam 9: Staffing Training and Compensation for Global Operations

During the MDC stage of a firm's globalization process, management training should emphasize all of the following EXCEPT ________.

Historically, personnel directors select potential expatriates on the basis of a candidate's ________.

A state of disorientation and anxiety that results from not knowing how to behave in an unfamiliar culture is called ________.

It has been a challenge for Starbucks in China to recruit good local managers because ________.

What staffing approach is used by Starbucks in China? What methods does Starbucks use to recruit, train, and retain its managers in China?

Which of the following is the most likely reason that Japanese expatriates are successful?

Which of the following is NOT one of the common factors frequently mentioned in research as a major cause of expatriate failure?

According to research studies, what are the most important selection criteria in Anglo countries?

A global firm's success or failure is increasingly dependent upon ________, which cannot be duplicated.

What factors help and hinder the integration of expatriate staff with local staff?

Most MNCs start their operations in a particular region using a(n) ________ staffing approach and then move to a ________ staffing approach.

Which of the following international staffing approaches is more likely to be effective when implementing a multinational strategy?

Firms with successful operations in emerging markets most likely attract and retain talent by offering all of the following EXCEPT ________.

In the ________ staffing approach, the best managers are recruited from within or outside of the company, regardless of nationality.

According to Tye and Chen, which of the following is the greatest predictive value of expatriate success?

All of the following are advantages of using third country nationals to manage foreign subsidiaries EXCEPT ________.

What are the advantages of the global staffing approach?

Which of the following factors will most likely hinder the integration of expatriate staff with local staff?

Which staffing approach is most appropriate when a foreign subsidiary suffers from an inadequate supply of skilled local managers and close communication is needed between the subsidiary and headquarters?

Which of the following is the most common staffing choice for a foreign subsidiary when proprietary technology is used extensively?