Global Business Strategy
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Course Introduction
Global Business Strategy explores the frameworks and tools organizations employ to compete and succeed in an international marketplace. The course examines the complexities of operating across national borders, including cultural, economic, political, and legal differences. Students learn to analyze global market opportunities, assess competitive advantage, and devise strategic plans that align with organizational objectives. Topics include international market entry, global supply chain management, cross-border mergers and acquisitions, risk assessment, and adaptation of products and services to diverse markets. Through case studies and real-world examples, students develop critical thinking and decision-making skills essential for effective global leadership.
Recommended Textbook
Multinational Management A strategic approach 6th Edition by John B. Cullen
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Page 2
Chapter 1: Multinational Management in a Changing World
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Q1) According to your text,FDI means
A)Foreign development initiatives.
B)Various investment policies of the U.S.government.
C)A foreign company has an ownership position in a company in another country.
D)A type of international negotiation strategy.
Answer: C
Q2) Economic risks discussed in the text include
A)Anything a government might do or not do that might adversely affect a company.
B)The likelihood of losing money if one invests in stocks.
C)Exchange and interest rates.
D)Expropriating of foreign firms by the local government without any compensation.
Answer: C
Q3) Globalization is
A)The trend of businesses expanding beyond their domestic boundaries.
B)Increasing average temperature over the globe.
C)The increased use of global satellite communication systems.
D)A strategy of developing unique products for each nation in the world.
Answer: A
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Chapter 2: Culture and Multinational Management
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Q1) Cultural relativism represents
A)The belief that all cultures are valid and ethical responses to the problems of living.
B)The belief that some cultures are relatively better than others.
C)The belief that your own culture is the best.
D)The degree of similarity between business and national cultures.
Answer: A
Q2) The range of feelings outwardly expressed in society refers to the cultural dimension of ________.
A)Uncertainty avoidance
B)Universalism vs.particularism
C)Neutral vs.affective
D)Diffuse vs.specific
Answer: C
Q3) In countries that rank high on Hofstede's masculinity index
A)People prefer a short working day to get home to their families.
B)People feel more comfortable in small organizations.
C)Theory X management is rejected strongly.
D)Work is central to life and job recognition is very important.
Answer: D
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Chapter 3: The Institutional Context of Multinational Management
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Q1) An increased emphasis on quality of life over achievement oriented norms is typical of
A)Pre-industrial societies.
B)Industrial societies.
C)Post-industrial societies.
D)None of the above
Answer: C
Q2) High rankings on the materialist index of some countries (e.g.,Hungary,India,Brazil)suggest that individuals in these countries are A)Favor non material incentives.
B)Achievement oriented.
C)Motivated by non-monetary rewards.
D)Hinduism.
Answer: B
Q3) Postindustrial societies are typically characterized by the dominance of A)Service and manufacturing sectors.
B)Service sectors.
C)Manufacturing sectors.
D)Agricultural sectors.
Answer: B
Page 5
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Chapter 4: Managing Ethical and Social Responsibility
Challenges in Multinational Companies
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Q1) Proscriptive rules in codes of conduct:
A)Tell multinational companies or managers what they should do.
B)Are forms of moral language.
C)Tell multinational companies or managers what they cannot do.
D)All of the above
Q2) When companies use the logic of ethical relativism to behave any way they please,this is known as
A)Prescriptive ethical management.
B)Proscriptive ethical management.
C)Convenient relativism.
D)Universal ethics applications.
Q3) Compare and contrast ethical relativism and ethical universalism.What are some of the dangers of adopting either ethical relativism or ethical universalism when making decisions?
Q4) Moral languages
A)Are a form of deontological ethical theory.
B)Focus on the consequences of actions rather than their worth.
C)Describe the ways people think about general issues.
D)Are used to explain ethical choices.
Q5) Compare and contrast prescriptive codes of ethics with proscriptive codes.
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Chapter 5: Strategic Management in the Multinational
Company: Content and Formulation
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Q1) Sales and dealing with distribution channels refer to _________ activities in the value chain.
A)Upstream
B)Support
C)Secondary
D)Downstream
Q2) In the BCG Matrix,cash cows are
A)Businesses in a slow-growth industry where the company has a strong market share position.
B)Businesses in a fast growing industry where the company has a strong market share position.
C)Businesses in a slow-growth industry where the company has a weak market share position.
D)Businesses in a fast growing industry where the company has a weak market share position.
Q3) Discuss each of Porter's five forces model.What information can a multinational obtain from Porter's five forces industry analysis?
Q4) What are key success factors? Discuss some KSFs that are most likely to vary by national context.
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Chapter 6: Multinational and Entry-Mode Strategies:
Content and Formulation
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Q1) To deal with political risk,various private and government agencies offer A)Insurance.
B)Assurance.
C)Investment.
D)All of the above are true.
Q2) A regional strategy refers to
A)Managing raw-material sourcing, production, marketing, and support activities within a particular region.
B)Selling global products and using similar marketing techniques worldwide.
C)Dispersing value-chain activities anywhere in the world where the company can do them best or cheapest.
D)None of the above
Q3) Dispersing value-chain activities anywhere in the world where the company can do them best or cheapest refers to seeking
A)The global-local dilemma.
B)Comparative advantage of nations.
C)Competitive advantage of firms.
D)Locations advantages.
Q4) Describe the global-local dilemma.When is each solution most appropriate?
Page 8
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Chapter 7: Small Businesses and International Entrepreneurship
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Q1) Which of the following statements about small businesses in the US is FALSE?
A)Small businesses represent about 99.7% of all employing firms.
B)Small businesses generate about 15% of all new jobs annually.
C)Small businesses employ almost 41% of all high tech workers.
D)Small businesses represent almost 97% of identified exporters.
Q2) Discuss ways that a small business manager can make the contacts necessary to implement an exporting strategy.
Q3) Although large businesses have more resources,small businesses have the advantage of:
A)size.
B)time.
C)speed.
D)a global culture.
Q4) First mover advantages occur when
A)A company can begin business as a global start-up.
B)A company adopts global strategies faster than competitors.
C)Company moves quickly into a new venture and establishes the business before other firms can react.
D)A company changes production technology.
Q5) Why are small businesses important for most economies?
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Chapter 8: Organizational Design for Multinational Companies
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Questions
Q1) What are some advantages of a worldwide product structure over a worldwide geographic structure? What type of company would most likely choose each type?
Q2) What is the transnational-network structure? Discuss some costs and benefits of having a transnational network structure.Under what situation would a transnational-network be appropriate?
Q3) What is a minireplica subsidiary? How is a minireplica subsidiary different from a transnational subsidiary?
Q4) Which of the following are considered to be the structural building blocks for running a multinational?
A)International division
B)Metanational
C)Mini replica
D)Foreign subsidiaries
Q5) Describe the use of export management as a design structure to go international.When does it become necessary to use an international division? What are some of the problems associated with international divisions?
Q6) What is cultural control? Why is it the favored control mechanism for transnational-network structures?
Page 10
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Chapter 9: International Strategic Alliances: Management and Design
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Q1) The most important decision in setting up a strategic alliance is usually about
A)Working out the proportions of ownership.
B)Decision on the proper management structure.
C)Developing a detailed contract.
D)Selecting the right partner.
Q2) In dealing with cross-cultural communication in a strategic alliance,managers should expect
A)Communication difficulties to disappear when operational managers are fluent in each other's language.
B)Slower communication and more errors.
C)No communication problems if all managers were educated in the US.
D)No communication difficulties if all parties agree on a common language of the strategic alliance.
Q3) According to the text,which of the following DOES NOT represent a form of strategic alliance?
A)Informal cooperative alliances
B)Formal cooperative alliances
C)International joint ventures
D)Informal partnerships
Q4) Compare and contrast the three main types of strategic alliances.
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Chapter 10: Multinational E-Commerce: Strategies and Structures
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Q1) Which of the following does NOT represent a necessary component of the ideal multinational e-business?
A)Corporate headquarters which represents the global core in charge of providing a common vision and strategy
B)Managers at headquarters having worldwide responsibility for their shared functional areas responsibility
C)Local subsidiaries which actually deliver the goods and also taking charge of functions best done locally
D)All of the above are necessary aspects of the multinational e-business
Q2) What are e-commerce enablers? Why are e-commerce enablers becoming increasingly popular? Discuss some of the essential services provided by e-commerce enablers.
Q3) An Internet host that allows users to send encrypted data so that those outside the connection cannot see the information is a
A)A secure server.
B)An internet host.
C)A computer that has its own Internet Protocol address.
D)A computer that has its own World Wide Web address.
Q4) Discuss some of the basic steps to building a successful e-commerce strategy.
Page 12
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Chapter 11: International Human Resource Management
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Q1) Host country nationals may have limited career development in a company with a (an)
A)Ethnocentric, Regio or polycentric HRM orientation.
B)Only an ethnocentric HRM orientation.
C)Regiocentric or global HRM orientation.
D)Only a polycentric HRM orientation.
Q2) All of the following are benefits of international assignments EXCEPT
A)International assignments help managers acquire skills necessary to develop successful strategies in a global context.
B)Expatriate assignments help a company coordinate and control operations dispersed geographically and culturally.
C)International assignments provide companies access to preferential quotas and duties.
D)Global assignments provide important strategic information.
Q3) Expatriate workers who come from neither the host nor home country are
A)Host country nationals.
B)Parent country nationals.
C)Neither country nationals.
D)Third country nationals.
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Page 13
Chapter 12: Hrm in the Local Context: Knowing When and How to Adapt
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Q1) According to a study of ten countries on nine compensation practices
A)There was universal consensus on all nine as being necessary.
B)There was universal consensus on eight as being necessary.
C)There was universal consensus that seniority considerations are necessary.
D)None of the above are true
Q2) Patterns of labor relations in countries are affected by
A)Cultural factors.
B)Historical factors such as the level of technology development.
C)Ideological reasons.
D)All of the above
Q3) An enduring system of relationships among people,such as education or the political system represent which aspect of the national context of a country?
A)National culture
B)Business culture
C)Social institutions
D)Managerial culture
Q4) Contrast the different types of unions and discuss the challenges each type may pose to a multinational manager.
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Chapter 13: International Negotiation and Cross-Cultural Communication
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Q1) What is the Whorf hypothesis? Explain.
Q2) Gathering of extensive information on the negotiation issues,on the setting in which the negotiation will take place,and on the firm and people involved occurs in which stage of the steps in international negotiation?
A)Preparation
B)Building the relationship
C)Persuasion
D)Concession
Q3) Discuss the steps in the negotiation process.Which step is at the heart of the process and why?
Q4) If negotiators are using deliberate deception as a dirty tricks,the best way to deal with the deception is
A)Not to make any concessions.
B)To ignore the ploy and focus on the agreement.
C)To not reveal your negotiation plans.
D)To point out directly what you believe is happening.
Q5) Identify and describe some common dirty tricks in international negotiation.What can be done to counteract these dirty tricks?
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Chapter 14: Motivation in Multinational Companies
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Q1) Which of the following refers to the aspect of a job where the person can complete a whole piece of work from beginning to end?
A)Feedback
B)Task significance
C)Task variety
D)Task identity
Q2) All of the following statements are true EXCEPT
A)Equity norms prevail in individualistic cultures.
B)Equality norms prevail over equity norms in collectivist cultures.
C)Equity norms prevail in collectivist cultures.
D)All of the above are true.
Q3) According to equity theory,equity conscious people are most likely those
A)Who behave consistently with equity theory.
B)Who are more likely to tolerate situations where they are underrewarded.
C)Are more likely to experience satisfaction if underrewarded.
D)None of the above
Q4) Explain why performance drops off when teams are used in individualistic cultures.Explain the significance of social loafing in the process.How can social loafing be reduced?
Q5) Discuss equity theory.What are the implications for multinationals?
Page 16
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Chapter 15: Leadership and Management Behavior in Multinational Companies
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Q1) All of the following are true about Fiedler's Leadership Effectiveness theory EXCEPT
A)Fiedler proposed that managers tend to be either task or person-centered leaders.
B)The success of leadership styles depends on three characteristics of the work situation.
C)Effective leadership occurs when the leadership style matches the situation.
D)Task-centered leadership works best in mixed conditions.
Q2) All of the following statements regarding subordinates expectations in different countries are true EXCEPT
A)In counties with high power distance values, including many of the Latin and Asian countries, subordinates expect autocratic leadership.
B)In low power distance countries, such as Sweden and Norway, subordinates expect the leader to be more like them.
C)Weak masculinity norms often lead to the acceptance of more authoritarian leadership.
D)Strong uncertainty avoidance norms may cause subordinates to expect the leader to provide more detail in directions.
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