Question 1

What are the limitations in trying to clearly identify rights and expectations for alliances and acquisitions among global corporations?

Accepted Answer

Communication can be a problem even within a specific country, culture, and language - in the U.S. such problems often wind up in the courts. That problem becomes even greater when one is attempting to communicate agreements among different languages and cultures - in some cases what is written may be less important than what was understood. In fact, a written agreement could be viewed as an insult and indication of lack of trust. If such is the case, if the written agreement does not keep the business relationship from developing it may cause it to be less effective than would otherwise have been the case.

Question 2

The first concern in determining whether a relationship should be based on contract or equity is:
a. The kind of resources and capabilities that are shared.
b. Direct monitoring and control.
c. Real options.
d. Institutional constraints.
e. None of the above.

Accepted Answer

The kind of resources and capabilities that a re shared

Question 3

As each firm is likely to have multiple interfirm relationships, it is important to not manage the relationships as a corporate portfolio.

Accepted Answer

A) True 
 B)False  False

Question 4

Which of the following are not true regarding managers involved in alliances and networks?
a. They require relationship skills which foster trust with partners.
b. They must guard against opportunism.
c. They must recognize that interests of the firms fully overlap.
d. They have to represent the interests of their respective firms.
e. They must attempt to make the complex relationship work.

Accepted Answer

They must recognize

Question 5

As a type of relationship tie, exploitation refers to such things as:
a. Selfishness.
b. Choice.
c. Efficiency.
d. Execution.
e. B through D above.

Accepted Answer

The answer of As a type of relationship tie, exploitation...

Question 6

In measuring the performance of strategic alliances and networks, subjective measures include:
a. Market performance.
b. Stability.
c. A and B above.
d. The level of managers' satisfaction.
e. Longevity.

Accepted Answer

The level

Question 7

A firm would prefer equity relationships if it fears that its intellectual property may be expropriated by partners.

Accepted Answer

A) True 
 B)False

Question 8

Institution-based considerations regarding organization include:
a. Collusion concerns.
b. Entry requirements.
c. The social pressures to find partners.
d. The internalized beliefs in the value of collaboration.
e. All of the above.

Accepted Answer

The answer of Institution-based considerations regarding organization include:
a. Collusion concerns.
b....

Question 9

Emerging trends concerning formal government policies on entry mode requirements include:
a. More liberal policies.
b. Imposing considerable requirements.
c. A and B above.
d. Welcoming wholly owned subsidiaries.
e. Banning joint ventures.

Accepted Answer

The answer of Emerging trends concerning formal government policies on...

Question 10

In comparing M&As with alliances and networks, which of the following is not correct?
a. M&As are costly.
b. M&As have significant transaction costs.
c. Many M&As end up destroying value.
d. Alliances and networks preclude future upgrading into possible M&As.
e. Alliances and networks can be considered as a flexible intermediate solution.

Accepted Answer

Alliances and networ

Question 11

Why and how might a "real option" be useful in a joint venture?

Accepted Answer

When a joint venture is launched, one of

Question 12

Which if any) of the following will not influence the performance of alliances and networks?
a. Equity.
b. Learning and experience.
c. Nationality.
d. Relational capabilities.
e. All can have an influence.

Accepted Answer

All can ha

Question 13

The stock market responds favorably to alliance activities, but only under which circumstances?
a. Complementary resources.
b. Previous alliance experience.
c. Ability to manage the host country's political risk.
d. Partner buyouts.
e. All of the above.

Accepted Answer

The answer of The stock market responds favorably to alliance...

Question 14

Higher level shared technology is associated with lower profitability for parent firms.

Accepted Answer

A) True 
 B)False

Question 15

Strong ties are more beneficial to environments conductive for exploitation whereas weak ties are more suitable for exploration.

Accepted Answer

A) True 
 B)False

Question 16

Strategic fit refers to whether the partner firm possesses:
a. Technology.
b. Capital.
c. Distribution channels.
d. A through C above.
e. Goals, experiences, and behaviors that facilitate cooperation.

Accepted Answer

The answer of Strategic fit refers to whether the partner...

Question 17

A lower level of ____contribution may indicate a firm's relative lack of commitment:
a. Equity
b. Learning and experience
c. Nationality
d. Relational capabilities
e. All of the above

Accepted Answer

The answer of A lower level of ____contribution may indicate...

Question 18

The strategic choice concerning whether to form cooperative interfirm relationships or to rely on pure market transactions or M&As to grow the firm is part of:
a. Stage One.
b. Stage Two.
c. Stage Three.
d. Stage Four.
e. Stage Five.

Accepted Answer

The answer of The strategic choice concerning whether to form...

Question 19

Firms with a high degree of network centrality are likely to be more attractive partners.

Accepted Answer

A) True 
 B)False

Question 20

Cooperation between rivals is usually suspected of being:
a. Tacit collusion.
b. Explicit collusion.
c. Socialism.
d. All of the above.
e. None of the above.

Accepted Answer

The answer of Cooperation between rivals is usually suspected of...

What are the limitations in trying to clearly identify rights and expectations for alliances and acquisitions among global corporations?

The first concern in determining whether a relationship should be based on contract or equity is: a. The kind of resources and capabilities that are shared. b. Direct monitoring and control. c. Real options. d. Institutional constraints. e. None of the above.

As each firm is likely to have multiple interfirm relationships, it is important to not manage the relationships as a corporate portfolio.

As a type of relationship tie, exploitation refers to such things as: a. Selfishness. b. Choice. c. Efficiency. d. Execution. e. B through D above.

In measuring the performance of strategic alliances and networks, subjective measures include: a. Market performance. b. Stability. c. A and B above. d. The level of managers' satisfaction. e. Longevity.

A firm would prefer equity relationships if it fears that its intellectual property may be expropriated by partners.

Institution-based considerations regarding organization include: a. Collusion concerns. b. Entry requirements. c. The social pressures to find partners. d. The internalized beliefs in the value of collaboration. e. All of the above.

Emerging trends concerning formal government policies on entry mode requirements include: a. More liberal policies. b. Imposing considerable requirements. c. A and B above. d. Welcoming wholly owned subsidiaries. e. Banning joint ventures.

Why and how might a "real option" be useful in a joint venture?

Which if any) of the following will not influence the performance of alliances and networks? a. Equity. b. Learning and experience. c. Nationality. d. Relational capabilities. e. All can have an influence.

The stock market responds favorably to alliance activities, but only under which circumstances? a. Complementary resources. b. Previous alliance experience. c. Ability to manage the host country's political risk. d. Partner buyouts. e. All of the above.

Higher level shared technology is associated with lower profitability for parent firms.

Strong ties are more beneficial to environments conductive for exploitation whereas weak ties are more suitable for exploration.

Strategic fit refers to whether the partner firm possesses: a. Technology. b. Capital. c. Distribution channels. d. A through C above. e. Goals, experiences, and behaviors that facilitate cooperation.

A lower level of ____contribution may indicate a firm's relative lack of commitment: a. Equity b. Learning and experience c. Nationality d. Relational capabilities e. All of the above

The strategic choice concerning whether to form cooperative interfirm relationships or to rely on pure market transactions or M&As to grow the firm is part of: a. Stage One. b. Stage Two. c. Stage Three. d. Stage Four. e. Stage Five.

Firms with a high degree of network centrality are likely to be more attractive partners.

Cooperation between rivals is usually suspected of being: a. Tacit collusion. b. Explicit collusion. c. Socialism. d. All of the above. e. None of the above.

Strategizing Around the Globe

Managing Industry Competition

Leveraging Resources and Capabilities

Emphasizing Institutions, Cultures, and Ethics

Growing and Internationalizing

Entering Foreign Markets

Managing Global Competitive Dynamics

Diversifying, Acquiring, and Restructuring

Strategizing, Structuring, and Learning

Governing the Corporation Around the World

Strategizing With Corporate Social Responsibility

Filters

Exam 7: Making Strategic Alliancee and Networks Work

What are the limitations in trying to clearly identify rights and expectations for alliances and acquisitions among global corporations?

The first concern in determining whether a relationship should be based on contract or equity is: a. The kind of resources and capabilities that are shared. b. Direct monitoring and control. c. Real options. d. Institutional constraints. e. None of the above.

As each firm is likely to have multiple interfirm relationships, it is important to not manage the relationships as a corporate portfolio.

As a type of relationship tie, exploitation refers to such things as: a. Selfishness. b. Choice. c. Efficiency. d. Execution. e. B through D above.

In measuring the performance of strategic alliances and networks, subjective measures include: a. Market performance. b. Stability. c. A and B above. d. The level of managers' satisfaction. e. Longevity.

A firm would prefer equity relationships if it fears that its intellectual property may be expropriated by partners.

Institution-based considerations regarding organization include: a. Collusion concerns. b. Entry requirements. c. The social pressures to find partners. d. The internalized beliefs in the value of collaboration. e. All of the above.

Emerging trends concerning formal government policies on entry mode requirements include: a. More liberal policies. b. Imposing considerable requirements. c. A and B above. d. Welcoming wholly owned subsidiaries. e. Banning joint ventures.

Why and how might a "real option" be useful in a joint venture?

Which if any) of the following will not influence the performance of alliances and networks? a. Equity. b. Learning and experience. c. Nationality. d. Relational capabilities. e. All can have an influence.

The stock market responds favorably to alliance activities, but only under which circumstances? a. Complementary resources. b. Previous alliance experience. c. Ability to manage the host country's political risk. d. Partner buyouts. e. All of the above.

Higher level shared technology is associated with lower profitability for parent firms.

Strong ties are more beneficial to environments conductive for exploitation whereas weak ties are more suitable for exploration.

Strategic fit refers to whether the partner firm possesses: a. Technology. b. Capital. c. Distribution channels. d. A through C above. e. Goals, experiences, and behaviors that facilitate cooperation.

A lower level of ____contribution may indicate a firm's relative lack of commitment: a. Equity b. Learning and experience c. Nationality d. Relational capabilities e. All of the above

The strategic choice concerning whether to form cooperative interfirm relationships or to rely on pure market transactions or M&As to grow the firm is part of: a. Stage One. b. Stage Two. c. Stage Three. d. Stage Four. e. Stage Five.

Firms with a high degree of network centrality are likely to be more attractive partners.

Cooperation between rivals is usually suspected of being: a. Tacit collusion. b. Explicit collusion. c. Socialism. d. All of the above. e. None of the above.

Strategizing Around the Globe

Managing Industry Competition

Leveraging Resources and Capabilities

Emphasizing Institutions, Cultures, and Ethics

Growing and Internationalizing

Entering Foreign Markets

Managing Global Competitive Dynamics

Diversifying, Acquiring, and Restructuring

Strategizing, Structuring, and Learning

Governing the Corporation Around the World

Strategizing With Corporate Social Responsibility

Filters