Global Business Management Exam Practice Tests
Course Introduction
Global Business Management explores the strategies, structures, and practices essential for operating successfully in the international business environment. This course covers topics such as global market entry, cross-cultural communication, international trade regulations, global supply chain management, and ethical considerations in diverse markets. Students will learn how to analyze and respond to the challenges and opportunities presented by globalization, adapt business practices to different cultures, and develop effective strategies for competitive advantage in the global marketplace. Through case studies and real-world examples, students will gain practical insights into managing businesses across borders.
Recommended Textbook
Strategic Management Concepts and Cases Competitiveness and Globalization 11th Edition by
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13 Chapters
1871 Verified Questions
1871 Flashcards
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Page 2
Chapter 1: Strategic Management and Strategic Competitivenes
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140 Verified Questions
140 Flashcards
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Sample Questions
Q1) Although it closed stores,changed the top management team,and sought potential buyers,none of these actions resulted in outcomes that allowed Circuit City to meet the expectations of its stakeholders.
A)product market
B)capital market
C)organizational
D)governmental
Answer: B
Q2) A major assumption about the strategic management process is that it is A)inspired.
B)team-based.
C)rational.
D)inclusive.
Answer: C
Q3) New markets created by iPods,PDAs,and Wi-Fi are a result of A)disruptive technologies.
B)global competition.
C)knowledge intensity.
D)hypercompetition.
Answer: A
Page 3
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Chapter 2: The External Environment: Opportunities,
Threats, Industry Competition, and Competitor Analysis
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147 Verified Questions
147 Flashcards
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Sample Questions
Q1) Early adopters of new technology often achieve higher market shares and higher returns than later adopters of the technology.
A)True
B)False
Answer: True
Q2) In recent times,businesspeople have become more confident in the ability of economists to provide valid and reliable predictions about the world's economic environment.
A)True
B)False
Answer: False
Q3) When firms analyze the external environment,they typically have complete and unambiguous data.
A)True
B)False
Answer: False
Q4) Any competitor intelligence practice that is legal is also ethical.
A)True
B)False
Answer: False
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149 Verified Questions
149 Flashcards
Source URL: https://quizplus.com/quiz/14525
Sample Questions
Q1) A person who has made a successful decision when no obviously correct model or rule is available or when relevant data are unreliable or incomplete has exercised
A)foresight.
B)judgment.
C)effective strategic thinking.
D)decisiveness.
Answer: B
Q2) (Refer to Case Scenario 3). Mangler's reputation among its customers is an example of
A) a core competency
B) a capability
C) an intangible resource.
D) a tangible resource.
Answer: C
Q3) "Motivating,empowering,and retaining employees" is an example of a capability that resides within the human resources functional area.
A)True
B)False
Answer: True
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Chapter 4: Business-Level Strategy
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143 Verified Questions
143 Flashcards
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Sample Questions
Q1) In the animal food products business,food-product needs of owners of companion animals pets (e.g.,dogs and cats)differ from the needs for food and health-related products of those owning production animals (e.g.,livestock). Which of the following aspects of managing customer relationships does this choice refer to?
A)Who: Determining the Customers to Serve
B)What: Determining Which Customer Needs to Satisfy
C)How: Determining Core Competencies Necessary to satisfy Customer Needs
D)When: Determining When to Satisfy Customer Needs
Q2) (Refer to Case Scenario 1). Is ICP's focused low-cost strategy appropriate for its industry? Why?
Q3) Discuss how a cost leadership strategy can allow a firm to earn above-average returns in spite of strong competitive forces. Address each of the five competitive forces.
Q4) (Refer to Case Scenario 3). While Abrahamson's is doing well,Mr. Wickersham would like to grow his business beyond the present location. He believes that growth may bring greater profitability,as well as employment avenues for his only child,who will soon be finishing high school. What recommendations do you have for Mr. Wickersham regarding his growth choices?
Q5) Describe the risks of a differentiation strategy.
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Chapter 5: Competitive Rivalry and Competitive Dynamics
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118 Verified Questions
118 Flashcards
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Sample Questions
Q1) "Competitive dynamics" indicates that firms and their strategic actions are independent.
A)True
B)False
Q2) Which of the following statements is FALSE?
A)First movers tend to take higher risks than second and later movers.
B)First movers tend to have significantly higher revenues than second movers.
C)First movers have lower survival rates than second and late movers.
D)First movers tend to have more organizational slack than later movers.
Q3) Akamai Technologies is a dominant player in the content delivery network (CDN)market. Akamai is not very diversified (i.e.,is dependent on the CDN market). If rival CDN providers such as Limelight Networks and Level 3
Communications lower their basic CDN service prices,what would be Akamai's likely response?
A)raise its prices
B)do nothing since it is the market leader
C)exit the industry
D)lower its prices
Q4) Define awareness,motivation,and ability in reference to competitive behavior.
Q5) Define slow-cycle,fast-cycle,and standard cycle markets.
Page 7
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Chapter 6: Corporate-Level Strategy
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156 Verified Questions
156 Flashcards
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Sample Questions
Q1) Which of the following is NOT a governance mechanism that may limit managerial tendencies to over-diversify?
A)the market for corporate control
B)the Board of Directors
C)surveillance technologies
D)executive compensation practices
Q2) Successful unrelated diversification through restructuring is typically accomplished by
A)focusing on mature, low-technology businesses.
B)a "random walk" of good luck in picking firms to buy.
C)seeking out high technology firms in high-growth industries.
D)a top management team that is not constrained by pre-established ideas of how the firm's portfolio should be developed.
Q3) The value of the assets of a firm using a diversification strategy to create both operational and corporate relatedness tend to be
A)discounted by investors.
B)inflated by investors.
C)completely ignored by investors.
D)highly valued by investors.
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Chapter 7: Merger and Acquisition Strategies
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163 Verified Questions
163 Flashcards
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Sample Questions
Q1) There are few true mergers because
A)few firms have complementary resources.
B)integration problems are more severe than in outright acquisitions.
C)one firm usually dominates in terms of market share, size, or value of assets.
D)of managerial resistance.True mergers result in significant managerial-level layoffs.
Q2) What are the results of the three forms of restructuring?
Q3) P&G's acquisition of Gillette reshaped its competitive scope by giving P&G a stronger presence in some products for whom men are the target market.
A)True
B)False
Q4) In the current global landscape,firms from North America and Europe use the acquisition strategy more frequently than firms from other nations.
A)True
B)False
Q5) (Refer to Case Scenario 3). Given Barracuda's history,what threats does Barracuda face in entering the furniture industry through acquisition?
Q6) Identify and explain the seven reasons firms engage in an acquisition strategy.
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Page 9
Chapter 8: International Strategy
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149 Verified Questions
149 Flashcards
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Sample Questions
Q1) Under industry structural analysis (Chapter 2),--------------rivalry is viewed as detrimental to profitability. Under the Model of national advantage (Chapter 8),------------------rivalry is viewed as---------------as it results in competition and surviving Firms are able to compete against global rivals.
A)low; low; beneficial B)low; low; detrimental C)high; high; beneficial D)high; high; detrimental
Q2) International strategy refers to a(n)
A)action plan pursued by American companies to compete against foreign companies operating in the United States.
B)strategy through which the firm sells products in markets outside the firm's domestic market.
C)political and economic action plan developed by businesses and governments to cope with global competition.
D)strategy American firms use to dominate international markets.
Q3) Discuss the effect of international diversification on a firm's returns.
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10
Chapter 9: Cooperative Strategy
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143 Verified Questions
143 Flashcards
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Sample Questions
Q1) The primary responsibility of the franchisor,such as McDonald's or Hilton International is to
A)learn about the brand and technology from the franchisee.
B)test the franchisee for potential future acquisition.
C)transfer to the franchisee knowledge and skills needed to compete at the local level.
D)provide feedback to the franchisee regarding how the franchisor could become more effective and efficient.
Q2) In free-market economies,established regulations.
A)the invisible hand
B)the government
C)consumers
D)the business community must decide how rivals can collaborate with their competitors without violating
Q3) Dynamic alliance networks work best in industries
A)characterized by frequent product innovations and short product life cycles.
B)that are mature and stable in nature.
C)where the coordination of product and global diversity is critical.
D)that are characterized by predictable market cycles and demand.
Q4) Identify the three types of corporate-level cooperative strategies.
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Chapter 10: Corporate Governance
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150 Verified Questions
150 Flashcards
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Sample Questions
Q1) In Japan,the principal source of the active monitoring of large companies comes from
A)boards of directors.
B)stock brokerage companies.
C)the government.
D)banks.
Q2) Because of recent ineffective performance,boards of directors are experiencing increasing pressure from shareholders,lawmakers,and regulators to be more effective in preventing managers from acting in their own interest.
A)True
B)False
Q3) Ownership concentration is determined by both
A)the number of stockholders and the parties they represent.
B)the number of stockholders and total percentage of shares they own.
C)the number of outside directors and the parties they represent.
D)the number of outside directors and total percentage of shares they own.
Q4) Large-block shareholders typically own at least 5 percent of a corporation's issued shares.
A)True
B)False
Page 12
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Chapter 11: Organizational Structure and Controls
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152 Verified Questions
152 Flashcards
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Sample Questions
Q1) A firm's specifies the work to be done and how to do it given the firm's strategy or strategies.
A)structure
B)controls
C)culture
D)strategy
Q2) Companies and business units of large diversified firms using the cost leadership strategy should use strategic controls.
A)True
B)False
Q3) McDonald's operates through a franchising system wherein the head office uses strategic and financial controls to ensure that the franchises are creating the greatest possible value. This is an example of a(n)
A)worldwide product divisional structure.
B)strategic network.
C)SBU multidivisional structure.
D)simple structure.
Q4) Discuss the difference between strategic controls and financial controls.
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Chapter 12: Strategic Leadership
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132 Verified Questions
132 Flashcards
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Sample Questions
Q1) A CEO's breadth of knowledge base is constrained by
A)his or her relationship with the board of directors.
B)whether he or she is also the chairperson of the board of directors.
C)his or her long tenure with the firm.
D)the level of social capital in the firm.
Q2) The advantages of long tenure (firm-specific human and social capital,knowledge,and power)seem to outweigh the disadvantages of rigidity and maintaining the status quo.
A)True
B)False
Q3) Because of the current changing competitive landscape and varying levels of performance,an increasing number of boards of directors are turning to insiders to succeed CEOs.
A)True
B)False
Q4) A heterogeneous top management team is composed of individuals with
A)different functional backgrounds, experience, and education.
B)similar commitments to the organization's core ideology and culture.
C)a high level of education and industry expertise.
D)long tenure in the organization who have held various functional positions.
Page 14
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Chapter 13: Strategic Entrepreneurship
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129 Verified Questions
129 Flashcards
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Sample Questions
Q1) Invention is defined as the adoption of a similar innovation by different firms.
A)True
B)False
Q2) Discuss the benefits and risks of acquiring another firm to gain access to innovations.
Q3) Research suggests that______is needed to encourage entrepreneurial behavior.
A)individualism rather than collectivism
B)a balance between individualism and cooperative behavior
C)collectivism rather than individualism
D)limited autonomy and incentives
Q4) QuadroVax is investing heavily in research and development on new methods of vaccine development that would speed up the creation of vaccines for newly emerging viruses and to get these vaccines to the market rapidly. QuadroVax's shareholders can expect
A)immediate wealth creation.
B)a long wait for an uncertain payoff.
C)a long wait for a high probability payoff.
D)a large payoff in the short term with rapidly decreasing wealth generation in the longer run.
Q5) (Refer to Case Scenario 1). What resources appear to be missing?
Page 15
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