Question : 1.Pressures for cost reductions and local responsiveness include: a.The framework of : 1332123

 

1.Pressures for cost reductions and local responsiveness include:

a.The framework of how to simultaneously deal with these two sets of pressures.

b.Host country demands and expectations.

c.Being locally responsive makes local customers and governments happy but increase costs.

d.All of the above.

e.None of the above.

2.Four strategic choices for MNEs do not include:

a.Home replication.

b.Domestic.

c.Multidomestic.

d.Transnational.

e.Global.

3.Multidomestic strategy involves all of the following except:

a.Focuses on a number of foreign countries/regions.

b.Each foreign country is regarded as a stand-alone “domestic” market.

c.Is effective when there are clear differences among national and regional markets.

d.A multidomestic strategy has high costs.

e.Global standardization strategy is the same as a multidomestic strategy.

4.The structure that is typically set up when firms initially expand abroad is a:

a.International division structure.

b.Geographic area structure.

c.Global product division structure.

d.Global matrix structure.

e.Flexible matrix structure.

5.In which of the following structures are foreign subsidiary managers not given sufficient voice relative to domestic managers?

a.International division structure.

b.Geographic area structure.

c.Global product division structure.

d.Global matrix structure.

e.Flexible matrix structure.

6.The most appropriate structure for a multidomestic strategy is a:

a.International division structure.

b.Geographic area structure.

c.Global product division structure.

d.Global matrix structure.

e.Flexible matrix structure.

7.Which of the following is not true of the global matrix structure?

a.Is often used to alleviate the disadvantages associated with the geographic area structure.

b.Is often used to alleviate the disadvantages associated with the global product division structures.

c.Often used for sharing and coordinating responsibilities between product divisions and geographic areas.

d.This structure benefits front-line managers who now have only one boss – either a country manager or a product division manager.

e.The matrix structure may add layers of management.

8.Which are not true in regards to institution-based considerations?

a.Externally, MNEs are subject to the formal institutional frameworks erected by various home- and host-country governments.

b.Host-country governments often encourage, or coerce MNEs into undertaking certain activities.

c.Strategists weigh the informal, backlash against activities which result in domestic job losses.

d.Formal organizational charts do not necessarily reveal the informal rules of the game, such as organizational norms, values, and networks.

e.To staff the position of the head of a subsidiary, MNEs, in the absence of formal regulations, essentially have only one choice: to use a home-country national as the head of a subsidiary.

9.The type of knowledge that is codifiable (that is, it can be written down and transferred without losing much of its richness) is called:

a.Explicit.

b.Implicit.

c.Tacit.

d.Lucid.

e.Clear.

10.Knowledge management uses “centers of excellence” in which type of MNE?

a.Home replication.

b.Local (multidomestic).

c.Global.

d.Transnational.

e.All of the above.

 

 

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