Question 1

Profitability and marketing goals almost always dominate the strategic plans of today's multinational corporations.

Accepted Answer

A) True 
 B)False

Question 2

To a growing extent, the customers of MNCs have heterogeneous tastes and this has helped to spread international consumerism.

Accepted Answer

A) True 
 B)False

Question 3

_____ is the production and distribution of products and services of a homogeneous type and quality on a worldwide basis.

Accepted Answer

A) Global integration 
B) Nationalism 
C) Cross-border integration 
D) Market standardization 
A) Global integration 
B) Nationalism 
C) Cross-border integration 
D) Market standardization

Question 4

Honda and General Motors have both built plants in Thailand to take advantage of

Accepted Answer

A) Demand and low delivery costs 
B) Strategic pricing 
C) New technologies and low wages 
D) Tax incentives and demand 
A) Demand and low delivery costs 
B) Strategic pricing 
C) New technologies and low wages 
D) Tax incentives and demand

Question 5

International strategies are characterized by increased international standardization of products and services.

Accepted Answer

A) True 
 B)False

Question 6

The need to understand the different consumer tastes in segmented regional markets and respond to different national standards and regulations imposed by autonomous governments and agencies is:

Accepted Answer

A) Global integration 
B) International entrepreneurship 
C) National responsiveness 
D) Statutory compliance 
A) Global integration 
B) International entrepreneurship 
C) National responsiveness 
D) Statutory compliance

Question 7

To respond to risks in emerging markets, MNCs must do all of the following except:

Accepted Answer

A) Limiting equity investments 
B) Avoiding joint ventures 
C) Collaborating with a local partner 
D) Encouraging shared ownership structures 
A) Limiting equity investments 
B) Avoiding joint ventures 
C) Collaborating with a local partner 
D) Encouraging shared ownership structures

Question 8

This approach to formulation and implementation is one in which the MNC makes strategic decisions based on the merits of the individual situation rather than using a predetermined economic or political strategy.

Accepted Answer

A) Administrative coordination 
B) Bureaucratic coordination 
C) Value-added 
D) Functional 
A) Administrative coordination 
B) Bureaucratic coordination 
C) Value-added 
D) Functional

Question 9

In choosing a location, today's MNC has two primary considerations: the country and the specific locale within the chosen country.

Accepted Answer

A) True 
 B)False

Question 10

Many MNCs are convinced that strategic planning is critical to their success and these efforts are being conducted both at the home office and in the subsidiaries.

Accepted Answer

A) True 
 B)False

Question 11

Strategy formulation attempts to provide management with accurate forecasts of trends that relate to external changes in geographic areas where the firm is currently doing business.

Accepted Answer

A) True 
 B)False

Question 12

All of the following are characteristics of TQM except:

Accepted Answer

A) Quality is operationalized by meeting or exceeding customer expectations 
B) The quality strategy is formulated by the front-line employees and is diffused throughout the organization 
C) Everyone from top executives to hourly employees operates under a TQM strategy of delivering quality products/services to internal and external customers 
D) TQM techniques range from traditional inspection and statistical quality control to cutting-edge human resource management techniques 
A) Quality is operationalized by meeting or exceeding customer expectations 
B) The quality strategy is formulated by the front-line employees and is diffused throughout the organization 
C) Everyone from top executives to hourly employees operates under a TQM strategy of delivering quality products/services to internal and external customers 
D) TQM techniques range from traditional inspection and statistical quality control to cutting-edge human resource management techniques

Question 13

Firms that engage in significant international activity a short time after being established are called:

Accepted Answer

A) Greenfield ventures 
B) Born globals 
C) Brownfield firms 
D) Traditional exporters 
A) Greenfield ventures 
B) Born globals 
C) Brownfield firms 
D) Traditional exporters

Question 14

In selecting a geographic location to operate, Japanese firms favor heavily unionized areas.

Accepted Answer

A) True 
 B)False

Question 15

This strategy is appropriate when the need for national responsiveness is low and the need for globalization integration is high.

Accepted Answer

A) International 
B) Multi-domestic 
C) Global 
D) Transnational 
A) International 
B) Multi-domestic 
C) Global 
D) Transnational

Question 16

This analysis identifies the key factors for success that will dictate how well the firm is likely to do.

Accepted Answer

A) External 
B) Internal 
C) Competitive 
D) Market 
A) External 
B) Internal 
C) Competitive 
D) Market

Question 17

The term "born global" is used for firms that engage in significant international activity a short time after being established.

Accepted Answer

A) True 
 B)False

Question 18

If a firm operates production plants in different countries but makes no attempt to integrate its overall operations, the company is known as a:

Accepted Answer

A) Multi-domestic 
B) Global 
C) Transnational 
D) International 
A) Multi-domestic 
B) Global 
C) Transnational 
D) International

Question 19

Within the context of international management, the "base of the pyramid" refers to:

Accepted Answer

A) Front-line employees at the bottom of the organizational hierarchy 
B) Younger generations of the population pyramid 
C) Understanding the foundational issues in international management 
D) Potential low-income customers at the bottom of the economic pyramid 
A) Front-line employees at the bottom of the organizational hierarchy 
B) Younger generations of the population pyramid 
C) Understanding the foundational issues in international management 
D) Potential low-income customers at the bottom of the economic pyramid

Question 20

The process of providing goods and services in accord with a plan of action is:

Accepted Answer

A) Strategy implementation 
B) Strategy formulation 
C) Strategy control 
D) Strategy contingency 
A) Strategy implementation 
B) Strategy formulation 
C) Strategy control 
D) Strategy contingency

Profitability and marketing goals almost always dominate the strategic plans of today's multinational corporations.

To a growing extent, the customers of MNCs have heterogeneous tastes and this has helped to spread international consumerism.

_____ is the production and distribution of products and services of a homogeneous type and quality on a worldwide basis.

Honda and General Motors have both built plants in Thailand to take advantage of

International strategies are characterized by increased international standardization of products and services.

The need to understand the different consumer tastes in segmented regional markets and respond to different national standards and regulations imposed by autonomous governments and agencies is:

To respond to risks in emerging markets, MNCs must do all of the following except:

This approach to formulation and implementation is one in which the MNC makes strategic decisions based on the merits of the individual situation rather than using a predetermined economic or political strategy.

In choosing a location, today's MNC has two primary considerations: the country and the specific locale within the chosen country.

Many MNCs are convinced that strategic planning is critical to their success and these efforts are being conducted both at the home office and in the subsidiaries.

Strategy formulation attempts to provide management with accurate forecasts of trends that relate to external changes in geographic areas where the firm is currently doing business.

All of the following are characteristics of TQM except:

Firms that engage in significant international activity a short time after being established are called:

In selecting a geographic location to operate, Japanese firms favor heavily unionized areas.

This strategy is appropriate when the need for national responsiveness is low and the need for globalization integration is high.

This analysis identifies the key factors for success that will dictate how well the firm is likely to do.

The term "born global" is used for firms that engage in significant international activity a short time after being established.

If a firm operates production plants in different countries but makes no attempt to integrate its overall operations, the company is known as a:

Within the context of international management, the "base of the pyramid" refers to:

The process of providing goods and services in accord with a plan of action is:

Globalization and International Linkages

The Political, Legal, and Technological Environment

Ethics and Social Responsibility

The Meanings and Dimensions of Culture

Managing Across Cultures

Organizational Cultures and Diversity

Cross-Cultural Communication and Negotiation

Entry Strategies and Organizational Structures

Managing Political Risk, Government Relations, and Alliances

Management Decision and Control

Motivation Across Cultures

Leadership Across Cultures

Human Resource Selection and Development Across Cultures

Filters

Exam 8: Strategy Formulation and Implementation

Profitability and marketing goals almost always dominate the strategic plans of today's multinational corporations.

To a growing extent, the customers of MNCs have heterogeneous tastes and this has helped to spread international consumerism.

_____ is the production and distribution of products and services of a homogeneous type and quality on a worldwide basis.

Honda and General Motors have both built plants in Thailand to take advantage of

International strategies are characterized by increased international standardization of products and services.

The need to understand the different consumer tastes in segmented regional markets and respond to different national standards and regulations imposed by autonomous governments and agencies is:

To respond to risks in emerging markets, MNCs must do all of the following except:

This approach to formulation and implementation is one in which the MNC makes strategic decisions based on the merits of the individual situation rather than using a predetermined economic or political strategy.

In choosing a location, today's MNC has two primary considerations: the country and the specific locale within the chosen country.

Many MNCs are convinced that strategic planning is critical to their success and these efforts are being conducted both at the home office and in the subsidiaries.

Strategy formulation attempts to provide management with accurate forecasts of trends that relate to external changes in geographic areas where the firm is currently doing business.

All of the following are characteristics of TQM except:

Firms that engage in significant international activity a short time after being established are called:

In selecting a geographic location to operate, Japanese firms favor heavily unionized areas.

This strategy is appropriate when the need for national responsiveness is low and the need for globalization integration is high.

This analysis identifies the key factors for success that will dictate how well the firm is likely to do.

The term "born global" is used for firms that engage in significant international activity a short time after being established.

If a firm operates production plants in different countries but makes no attempt to integrate its overall operations, the company is known as a:

Within the context of international management, the "base of the pyramid" refers to:

The process of providing goods and services in accord with a plan of action is:

Globalization and International Linkages

The Political, Legal, and Technological Environment

Ethics and Social Responsibility

The Meanings and Dimensions of Culture

Managing Across Cultures

Organizational Cultures and Diversity

Cross-Cultural Communication and Negotiation

Entry Strategies and Organizational Structures

Managing Political Risk, Government Relations, and Alliances

Management Decision and Control

Motivation Across Cultures

Leadership Across Cultures

Human Resource Selection and Development Across Cultures

Filters