Global Business Strategy
Exam Materials
Course Introduction
Global Business Strategy explores the frameworks, tools, and concepts necessary for organizations to operate successfully in the international marketplace. This course examines how global economic, political, legal, and cultural factors shape business strategies, with an emphasis on market entry modes, global sourcing, competitive advantage, and risk management. Students will analyze real-world case studies and learn to formulate strategic solutions for multinational corporations navigating issues such as global integration, localization, cross-border alliances, and the impact of technological innovation. By the end of the course, students will be equipped to critically assess and develop strategies that drive organizational growth and sustainability in a complex, interconnected world.
Recommended Textbook
Strategic Management and Business Policy Globalization Innovation and Sustainablility 14th Edition
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12 Chapters
1254 Verified Questions
1254 Flashcards
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Page 2
Chapter 1: Basic Concepts in Strategic Management
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106 Verified Questions
106 Flashcards
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Sample Questions
Q1) A budget is a statement of a corporation's programs in dollar terms.Which is NOT true of the budgetary function?
A) It is used in planning and control.
B) It serves as a detailed plan of strategy in action.
C) Only one budget is necessary to capture all programs.
D) It details the impact on the firm's future financial situation.
E) It is used as a means of measuring success based on certain criteria.
Answer: C
Q2) In the externally oriented planning phase, plans are developed by heavily involving the input of managers from lower levels.
A)True
B)False
Answer: False
Q3) Strategic management is the set of managerial decisions that determines the short-term performance of a corporation.
A)True
B)False
Answer: False
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Chapter 2: Corporate Governance
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Sample Questions
Q1) The average large, publicly held U.S.corporation has around
A) 7 directors.
B) 10 directors.
C) 19 directors.
D) 25 directors.
E) 30 directors.
Answer: B
Q2) All of the following are true of overconfident CEOs EXCEPT
A) overconfident CEOs tend to charge ahead with mergers and acquisitions even though they are aware that most acquisitions destroy shareholder value.
B) overconfident CEOs view their company as undervalued by outside investors.
C) overconfident CEOs are more likely to do deals that diversify their firm's lines of businesses.
D) the overconfidence of CEOs may lead to hubris.
E) overconfident CEOs were less likely to make an acquisition when they could avoid selling new stock to finance them.
Answer: E
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Page 4
Chapter 3: Ethics and Social Responsibility in Strategic Management
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Sample Questions
Q1) All of the following reasons provide rationale for unethical behavior EXCEPT
A) the impact of cultural norms and values.
B) differences in values between business people and key stakeholders.
C) ambiguous rules.
D) agreement among stakeholders and business people about what is ethical.
E) difficulty of one group to understand another's actions.
Answer: D
Q2) The Golden Rule is the essence of one of Immanuel Kant's categorical imperatives to resolve ethical dilemmas.
A)True
B)False Answer: True
Q3) According to Kohlberg's levels of moral development, the conventional level is characterized by considerations of society's laws and norms.
A)True
B)False
Answer: True
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Page 5
Chapter 4: Environmental Scanning and Industry Analysis
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116 Flashcards
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Sample Questions
Q1) According to the text, one reason environmental uncertainty is a threat to strategic managers is because
A) it is a costly and time-consuming process.
B) it creates a new playing field in which creativity and innovation can play a major part in strategic decisions.
C) it forces the strategic manager to be more stable.
D) it hampers their ability to develop long-range plans.
E) there are too many uncontrollable variables.
Q2) The U.S.major home appliance industry is an example of an industry
A) that has evolved from an oligopoly to a monopoly.
B) in which each company maintained a distinct product line.
C) that was once fragmented, but now is consolidated.
D) that has experienced consistent, increasing sales.
E) experiencing a successful strategy of product specialization because of product differentiation.
Q3) A fragmented industry is dominated by a few large firms, each of which struggles to differentiate its products from the competition.
A)True
B)False
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Page 6
Chapter 5: Internal Scanning and Organizational Analysis
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Sample Questions
Q1) The business model used by IBM to make money not selling IBM products, but by selling its expertise to improve their customers operations is the
A) profit pyramid model.
B) advertising model.
C) customer solutions model.
D) efficiency model.
E) entrepreneurial model.
Q2) Which of the following is NOT a function of corporate culture?
A) conveys a sense of identity for employees
B) adds to the stability of the organization as a social system
C) helps generate employee commitment to something greater than themselves
D) keeps people guessing about what to do next
E) serves as a frame of reference for employees to use as a guide for appropriate behavior
Q3) A current trend in corporate information systems is the increasing use of the Internet for marketing, intranets for internal communication, and extranets for logistics and distribution.
A)True
B)False
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Page 7
Chapter 6: Strategy Formulation: Situation Analysis and Business Strategy
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104 Flashcards
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Sample Questions
Q1) Collusion
A) may be explicit.
B) may be tacit.
C) is illegal when explicit.
D) can be illegal even when tacit.
E) all of the above
Q2) Tight cost control is an organizational requirement for a cost leadership strategy.
A)True
B)False
Q3) In manufacturing toilet paper for grocery store chains (and avoiding competing directly against Charmin), Potlach has followed which of Porter's generic competitive strategies?
A) differentiation
B) cost leadership
C) differentiation focus
D) competitive advantage
E) cost focus
Q4) Discuss the reasons a firm may form a strategic alliance.
Q5) What are the types of alliances that businesses can engage in?
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Chapter 7: Strategy Formulation: Corporate Strategy
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Sample Questions
Q1) Define corporate parenting.
Q2) Describe the four categories of the BCG Growth Share Matrix.
Q3) Horizontal growth can be achieved by expanding the firm's products into other geographic locations and/or by increasing the range of products and services offered to current markets.
A)True
B)False
Q4) The most widely pursued corporate directional strategies are those designed to achieve growth.
A)True
B)False
Q5) The strategy which takes place in two basic phases of contraction and consolidation is
A) merger.
B) liquidation.
C) integration.
D) divestment.
E) turnaround.
Q6) What is portfolio analysis?
Q7) Discuss the three general orientations comprising directional strategy?
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Chapter 8: Strategy Formulation: Functional Strategy and Strategic Choice
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105 Flashcards
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Sample Questions
Q1) A study of 30 firms revealed that outsourcing can lead to a ________ percent reduction in costs.
A) 3
B) 9
C) 20
D) 30
E) 50
Q2) In a leveraged buyout, the acquired company, in effect, pays for its own acquisition.
A)True
B)False
Q3) The type of strategy used to influence a corporation's key stakeholders in order to increase their support of corporate activities is
A) cooperative strategy.
B) political strategy.
C) competitive strategy.
D) marketing strategy.
E) profit strategy.
Q4) What is a corporate scenario? What are the three steps in their construction?
Q5) What is a functional strategy?
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Chapter 9: Strategy Implementation: Organizing for Action
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Sample Questions
Q1) Which structure is described as a "non-structure" by its virtual elimination of inhouse business functions?
A) strategic business units
B) functional structure
C) network structure
D) divisional structure
E) matrix structure
Q2) Which structure simultaneously combines functional and product forms at the same level of the organization?
A) strategic business units
B) functional structure
C) network structure
D) divisional structure
E) matrix structure
Q3) What is strategy implementation? What questions must strategy makers consider to begin the implementation process?
Q4) The second stage of the organizational life cycle is maturity.
A)True
B)False
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Chapter 10: Strategy Implementation: Staffing and Directing
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Sample Questions
Q1) Hofstede's work on national culture was extended to nine cultural dimensions by
A) RHR International.
B) Project GLOBE.
C) Alfred Chandler.
D) Nahavardi and Malekzadeh.
E) McKinsey & Company.
Q2) Training is especially important in reinforcing the customer service culture at Zappos where
A) new employees are offered $4,000 to quit.
B) training lasts 7 weeks.
C) training includes tests.
D) trainees must graduate to be an employee.
E) all of the above
Q3) Research indicates that a multinational corporation performs at a higher level when its CEO has international experience.
A)True
B)False
Q4) What information should an action plan include?
Q6) What is an executive type? What is their significance to strategy? Page 12
Q5) What is executive succession? Discuss the hiring of insiders versus outsiders.
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Chapter 11: Evaluation and Control
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Sample Questions
Q1) Which method of matching rewards to the accomplishment of strategic objectives encourages executives to look at developmental expenses as being different from those expenses required for current operations?
A) strategic-funds method
B) segmentation method
C) long-term evaluation method
D) individual evaluation method
E) weighted-factor method
Q2) What is the balanced scorecard? What are the four areas to be addressed?
Q3) RFID
A) is radio frequency identification.
B) is an electronic tagging technology.
C) improves supply-chain efficiency.
D) is used as wireless computer passes for toll roads.
E) all of the above
Q4) People tend to substitute behaviors that are recognized and rewarded for those behaviors that are ignored, without regard to their contribution to goal accomplishment.
A)True
B)False
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Chapter 12: Suggestions for Case Analysis
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Sample Questions
Q1) According to Yankelovich Partners survey firm, eight out of 10 portfolio managers and 75 percent of security analysts use annual reports when making decisions.
A)True
B)False
Q2) Which two basic statements provide most of the financial data needed for analysis?
A) statement of retained earnings and income statement
B) sources and uses of working capital and the balance sheet
C) non-operating gains and losses and statement of financial position
D) historical income statement and balance sheet
E) statement of financial position and statement of owner's equity
Q3) What ratios are recommended for financial ratio analysis?
Q4) Converting categories on financial statements from dollar terms to percentages results in
A) inflation-adjusted statements.
B) diverse rates of returns.
C) common-size statements.
D) constant dollar denominations.
E) equivalency comparison.
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