Question 1

An international strategy should

Accepted Answer

A)  prevent the failure of a foreign firm. 
B)  define specific sales goals. 
C)  identify what products, where and how they will be made, and the resources necessary to compete. 
D)  focus primarily on cost leadership. 
E)  only involve top management. 
A)  prevent the failure of a foreign firm. 
B)  define specific sales goals. 
C)  identify what products, where and how they will be made, and the resources necessary to compete. 
D)  focus primarily on cost leadership. 
E)  only involve top management.

Question 2

A multinational that allows a subsidiary a high degree of independence and provides tailored products or services for the local market they serve is using a __________ strategy.

Accepted Answer

A)  regional. 
B)  transnational. 
C)  global. 
D)  multidomestic. 
E)  international. 
A)  regional. 
B)  transnational. 
C)  global. 
D)  multidomestic. 
E)  international.

Question 3

A multinational that uses a global strategy in an underglobalized industry

Accepted Answer

A)  is likely to fail. 
B)  must risk a lot to be successful. 
C)  will have a competitive advantage. 
D)  should reconsider its strategy. 
E)  involves all of these. 
A)  is likely to fail. 
B)  must risk a lot to be successful. 
C)  will have a competitive advantage. 
D)  should reconsider its strategy. 
E)  involves all of these.

Question 4

One reason that Japanese car companies have proven to be such formidable international competitors is their

Accepted Answer

A)  collectivist nature. 
B)  conflict avoidance strategy. 
C)  negotiations skills. 
D)  customer relations. 
E)  strategic flexibility. 
A)  collectivist nature. 
B)  conflict avoidance strategy. 
C)  negotiations skills. 
D)  customer relations. 
E)  strategic flexibility.

Question 5

Firms that possess a core competency that helps them outperform competitors have developed a

Accepted Answer

A)  market entry strategy. 
B)  distinctive competency. 
C)  supporting activities strategy. 
D)  asset-specific strategy. 
E)  none of these. 
A)  market entry strategy. 
B)  distinctive competency. 
C)  supporting activities strategy. 
D)  asset-specific strategy. 
E)  none of these.

Question 6

What four organizational features have important implications for a multinational's ability to successfully develop and implement its international strategy?

Accepted Answer

The four organizational features that ha

Question 7

Cultural values and previous experiences do not shape managers' scanning tendencies

Accepted Answer

A) True 
 B)False

Question 8

What are the pressures for firms to be nationally responsive and for firms to globalize? How do these factors impact multinational strategy choices?

Accepted Answer

There are several pressures for firms to

Question 9

Which of the following is not a condition in the theory of national competitive advantage?

Accepted Answer

The presence of natural resources is not

Question 10

A multidomestic strategy allows more geographic coordination than a regional strategy.

Accepted Answer

A) True 
 B)False

Question 11

The large US market may be one reason American multinationals have been slower to internationalize than European multinationals.

Accepted Answer

A) True 
 B)False

Question 12

Moving a company's production to China to take advantage of low-cost labor is an example of a sustainable competitive advantage.

Accepted Answer

A) True 
 B)False

Question 13

Discuss the variety of problems a multinational company could face if they fail to have a well-designed international strategy.

Accepted Answer

A multinational company that fails to ha

Question 14

Under the theory of national competitive advantage, a nation's ability to offer the inputs (materials, labor, etc.) for competitive production is called

Accepted Answer

A)  firm strategy, structure. and rivalry. 
B)  demand conditions. 
C)  related and supporting industries. 
D)  firm strategy, structure and rivalry. 
E)  factor conditions. 
A)  firm strategy, structure. and rivalry. 
B)  demand conditions. 
C)  related and supporting industries. 
D)  firm strategy, structure and rivalry. 
E)  factor conditions.

Question 15

Location is no longer a competitive weapon due to advances in communication and technology.

Accepted Answer

A) True 
 B)False

Question 16

Core competencies can be located anywhere in the firm's value chain and provide the basis for international competitiveness.

Accepted Answer

A) True 
 B)False

Question 17

Foreign market entry strategies are often driven by

Accepted Answer

A)  the industry in which the firm operates. 
B)  the market being entered. 
C)  the firm's strengths and weaknesses. 
D)  the firm's stage of itnernational development. 
E)  all of these. 
A)  the industry in which the firm operates. 
B)  the market being entered. 
C)  the firm's strengths and weaknesses. 
D)  the firm's stage of itnernational development. 
E)  all of these.

Question 18

A niche strategy focuses on a broad line of products or services relative to competitors

Accepted Answer

A) True 
 B)False

Question 19

A distinctive competency is

Accepted Answer

A)  superior logistics. 
B)  the most innovation. 
C)  the highest quality. 
D)  all of these. 
E)  none of these. 
A)  superior logistics. 
B)  the most innovation. 
C)  the highest quality. 
D)  all of these. 
E)  none of these.

Question 20

Which of the following is not a condition in the theory of national competitive advantage?

Accepted Answer

A)  factor conditions. 
B)  location economies. 
C)  demand conditions. 
D)  related and supporting industries. 
E)  firm strategy,structure, and rivalry 
A)  factor conditions. 
B)  location economies. 
C)  demand conditions. 
D)  related and supporting industries. 
E)  firm strategy,structure, and rivalry

An international strategy should

A multinational that allows a subsidiary a high degree of independence and provides tailored products or services for the local market they serve is using a __________ strategy.

A multinational that uses a global strategy in an underglobalized industry

One reason that Japanese car companies have proven to be such formidable international competitors is their

Firms that possess a core competency that helps them outperform competitors have developed a

What four organizational features have important implications for a multinational's ability to successfully develop and implement its international strategy?

Cultural values and previous experiences do not shape managers' scanning tendencies

What are the pressures for firms to be nationally responsive and for firms to globalize? How do these factors impact multinational strategy choices?

Which of the following is not a condition in the theory of national competitive advantage?

A multidomestic strategy allows more geographic coordination than a regional strategy.

The large US market may be one reason American multinationals have been slower to internationalize than European multinationals.

Moving a company's production to China to take advantage of low-cost labor is an example of a sustainable competitive advantage.

Discuss the variety of problems a multinational company could face if they fail to have a well-designed international strategy.

Under the theory of national competitive advantage, a nation's ability to offer the inputs (materials, labor, etc.) for competitive production is called

Location is no longer a competitive weapon due to advances in communication and technology.

Core competencies can be located anywhere in the firm's value chain and provide the basis for international competitiveness.

Foreign market entry strategies are often driven by

A niche strategy focuses on a broad line of products or services relative to competitors

A distinctive competency is

Which of the following is not a condition in the theory of national competitive advantage?

On a Global Stage: The World of International Management

Legal and Political Foundations of International Management

Doing Things Right: International Ethics and Social Responsibility

Making Distinctions Across Cultures: Implications for International Management

Perception, Interpretation, and Attitudes Across Cultures

Communicating Effectively Across Cultures

Managing Conflict Conducting Effective Negotiations

Jumping In: Foreign Market Entry and Ownership Options

Motivating and Leading Across Cultures

Building an Effective International Workforce

Evaluating and Rewarding Employees Worldwide

Managing Cultural Groups: From Small Work

Filters

Exam 8: Taking Stock: Developing International Strategy

An international strategy should

A multinational that allows a subsidiary a high degree of independence and provides tailored products or services for the local market they serve is using a __________ strategy.

A multinational that uses a global strategy in an underglobalized industry

One reason that Japanese car companies have proven to be such formidable international competitors is their

Firms that possess a core competency that helps them outperform competitors have developed a

What four organizational features have important implications for a multinational's ability to successfully develop and implement its international strategy?

Cultural values and previous experiences do not shape managers' scanning tendencies

What are the pressures for firms to be nationally responsive and for firms to globalize? How do these factors impact multinational strategy choices?

Which of the following is not a condition in the theory of national competitive advantage?

A multidomestic strategy allows more geographic coordination than a regional strategy.

The large US market may be one reason American multinationals have been slower to internationalize than European multinationals.

Moving a company's production to China to take advantage of low-cost labor is an example of a sustainable competitive advantage.

Discuss the variety of problems a multinational company could face if they fail to have a well-designed international strategy.

Under the theory of national competitive advantage, a nation's ability to offer the inputs (materials, labor, etc.) for competitive production is called

Location is no longer a competitive weapon due to advances in communication and technology.

Core competencies can be located anywhere in the firm's value chain and provide the basis for international competitiveness.

Foreign market entry strategies are often driven by

A niche strategy focuses on a broad line of products or services relative to competitors

A distinctive competency is

Which of the following is not a condition in the theory of national competitive advantage?

On a Global Stage: The World of International Management

Legal and Political Foundations of International Management

Doing Things Right: International Ethics and Social Responsibility

Making Distinctions Across Cultures: Implications for International Management

Perception, Interpretation, and Attitudes Across Cultures

Communicating Effectively Across Cultures

Managing Conflict Conducting Effective Negotiations

Jumping In: Foreign Market Entry and Ownership Options

Motivating and Leading Across Cultures

Building an Effective International Workforce

Evaluating and Rewarding Employees Worldwide

Managing Cultural Groups: From Small Work

Filters