Global Strategic Management Study Guide
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Course Introduction
Global Strategic Management explores the development and implementation of strategies for firms operating in international markets. The course examines the complexities of global competition, cross-cultural challenges, and varying institutional contexts, emphasizing frameworks for analyzing global industries, market entry strategies, and the coordination of multinational operations. Through case studies and practical applications, students learn to evaluate international opportunities, manage global risks, and achieve sustainable competitive advantage in a rapidly changing global business environment.
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Multinational Management A strategic approach 6th Edition by John B. Cullen
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15 Chapters
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Chapter 1: Multinational Management in a Changing World
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Q1) The strategic approach to multinational management
A)Involves the development of one strategy for all countries.
B)Focuses on the skills and aptitudes that the next generation of global managers will need.
C)Is concerned with developing strategies that deal with operating in more than one country and culture.
D)None of the above
Answer: C
Q2) Transition economies are
A)Mature economies with substantial per capita GDP and international trade.
B)Led by Hong Kong, Singapore, South Korea, and Taiwan.
C)Countries changing from government-controlled or communistic economies to a more free market capitalism.
D)None of the above
Answer: C
Q3) Discuss the differences between foreign trade and foreign direct investment.
Answer: Answers will vary but should demonstrate students' understanding that foreign trade is simply buying and selling from companies in foreign countries,whereas FDI leads to deeper connections between firms from various countries.
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Chapter 2: Culture and Multinational Management
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Q1) In countries where it is believed that nature dominates people,
A)Managers are less likely to be fatalistic.
B)Managers emphasize planning and scheduling.
C)Managers actively try to change situations.
D)Managers believe that they must accept situations rather than changing them.
Answer: D
Q2) Describe three management implications of high individualism versus collectivism (low individualism).
Answer: Answers will vary but should mention that in highly individualistic societies,job selection is typically based on qualifications,individual achievement is favored over group achievement,and workers expect extrinsic rewards but not necessarily guaranteed long-term employment.
Q3) Which of the following best describes U.S.culture with regard to individualism?
A)Lower than many European nations
B)Highest observed so far
C)About the same as Japan
D)Slightly above average
Answer: B
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Chapter 3: The Institutional Context of Multinational Management
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Q1) What are some implications of the market transitions that many formerly communist societies are experiencing? What are some major challenges facing multinationals as they try to motivate workers in these transition economies?
Answer: Answers will vary but should demonstrate the students' understanding that economic systems affect individuals,specifically how workers view work and even how they justify ethical behaviors.It can be particularly challenging to manage workers in countries undergoing a transition from a socialist to a capitalist economy as workers are often reluctant to cooperate and work with each other and are unaccustomed to being recognized for individual success based on merit.
Q2) The movement from a socialist economy to a free market economy is also known as which of the following?
A)Market transition
B)Dominant economic type
C)Rapid industrialization
D)Government regulation
Answer: A
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Chapter 4: Managing Ethical and Social Responsibility
Challenges in Multinational Companies
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Q1) Discuss the difference between teleological and deontological theories of ethics.Give examples of how an international manager might appeal to either type of theory when faced with the opportunity to offer a bribe.
Q2) Discuss some of the issues that make international business ethics more complex than domestic business ethics.
Q3) Ethical decision making of multinational managers preferably should
A)Be based solely on home country ethical principles.
B)Go beyond legal constraints and respect the local cultural norms.
C)Be primarily profitable for the multinational.
D)None of the above
Q4) In an economic analysis
A)The manager considers the best decision for a company's profits.
B)The manager focuses on meeting the laws of a country.
C)The manager goes beyond profits and analyzes the ethical consequences of decisions.
D)None of the above
Q5) 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?
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Chapter 5: Strategic Management in the Multinational
Company: Content and Formulation
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Q1) This is considered to be a popular and controversial way to address internal cost inefficiencies.
A)Insourcing
B)Outsourcing
C)Related diversification
D)Unrelated diversification
Q2) Competitive advantage
A)Represent the basic ways that companies can provide superior value to customers.
B)Is one of the basic strategies.
C)Occurs when a company can outmatch its rivals in attracting and maintaining its customers.
D)Is best achieved using a low cost strategy.
Q3) What is related diversification? When would you expect related diversification to be more profitable than unrelated diversification?
Q4) Compare and contrast defensive and offensive strategies.Discuss when a multinational can use offensive strategies in one country and defensive strategies in another.
Q5) Describe the low cost strategy as compared to the differentiation strategy.
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Chapter 6: Multinational and Entry-Mode Strategies:
Content and Formulation
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Q1) Companies should license if
A)They want to control all aspects of operation.
B)Their product is older or a soon-to-be replaced technology.
C)They have the necessary resources to export or invest directly.
D)There are no tariffs or quotas.
Q2) You work for a small company that has an innovative low-cost production method for laser disks.A Japanese firm approaches your CEO to license the technology.The CEO asks you to write a report detailing the risks and potential benefits of this deal.What will you include in the report and why?
Q3) Contrast the transnational and international strategies in their approach to location advantages.
Q4) Global companies usually seek to
A)Provide unique products for all countries of the world.
B)Take advantage of different factor costs among countries.
C)Manufacture their products in every country.
D)Focus only on downstream activities in the value chain.
Q5) Under what conditions would a regional strategy be best for a multinational? Explain.
Q6) What are globalization drivers?
Q7) Discuss some key issues to consider when choosing an entry-mode strategy.
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Chapter 7: Small Businesses and International Entrepreneurship
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Q1) Which of the following has helped to level the playing field for small businesses wanting to go international?
A)Technology and e-commerce
B)Sources of venture capital
C)Having a headquarters located near a major customer
D)The existence of trade shows
Q2) What are the advantages of a small business going international through incremental stages rather than as a global start-up?
Q3) Describe the Small Business Stage Model.
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) Identify two or three small business barriers to internationalization.If you were a recently hired manager of a small business facing great opportunities in a foreign market,how would you go about overcoming these barriers.
Q6) Why are small businesses important for most economies?
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Chapter 8: Organizational Design for Multinational Companies
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Q1) The structure adopted by companies in the early stage of internationalization is usually
A)Replica.
B)Network.
C)Export department.
D)Transnational subsidiary.
Q2) Discuss some of the advantages of a functional structure over the product or geographic structure.When is it necessary to adopt a geographic or product structure?
Q3) The type of vertical control mechanism most often associated with a profit center is A)Bureaucratic.
B)Output.
C)Cultural.
D)Decision making.
Q4) What are control systems? Pick two control systems and describe how they work.
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?
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Q6) What is knowledge management? Distinguish between the types of knowledge.
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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) If an alliance fails to meet strategic goals,what two options do top managers have to choose from to resolve the situation? How can an alliance be improved?
Q3) The best level of dependency recommended for a strategic alliance is A)Balanced.
B)Home country dominated.
C)Host country dominated.
D)It does not matter if there are more than two companies.
Q4) The anchor partner in a strategic alliance refers to
A)A partner that is very stable and anchors the relationship.
B)The strongest partner in the relationship.
C)The partner who initiates the relationship.
D)A partner that fails to deliver their share of funding.
Q5) Discuss some of the things multinational managers can do to build and sustain trust and commitment.
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Chapter 10: Multinational E-Commerce: Strategies and Structures
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Q1) A new trend is that multinationals are using _______________ to their advantage.
A)Tall hierarchical web structures
B)Tacit knowledge
C)User Generated Content
D)None of the above
Q2) Multinational e-commerce enablers exist because
A)Many companies including very large ones, do not have the internal resources or abilities to conduct all e-commerce functions.
B)There is a shortage of employees with e-commerce skills.
C)It is extremely difficult for a brick and mortar company to develop an e-commerce strategy.
D)It is more beneficial to have a strategic partner when conducting multinational e-commerce.
Q3) What is a brick and mortar part of a company? What are some benefits of integrating the brick and mortar part of an organization with their Internet business? Why do some companies such as Barnes and Nobles still choose to have their Internet division operate independently from their brick and mortar part?
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) The text suggests several strategies that US women may use to succeed in traditional cultures.These include
A)Emphasize nationality, not gender.
B)Develop close contact with local government officials.
C)Not being overly aggressive in negotiation.
D)Proving that women can also be successful at international assignments.
Q2) What are some advantages women have in expatriate positions? Discuss some challenges that are faced by women in international assignments.
Q3) Which of the following factors is not necessarily included in an expatriate's compensation package?
A)Local market cost of living
B)Housing
C)Adjustments for taxes
D)All of the above are included in an expatriate's compensation package
Q4) Discuss and contrast the four IHRM orientations.Describe how each can support a multinational strategy.
Q5) Identify the components of HRM and describe how they differ for IHRM.
Q6) Discuss any three of the key expatriate success factors and their implications for selection.
Page 13
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Chapter 12: Hrm in the Local Context: Knowing When and How to Adapt
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Q1) Which of the following is NOT one of the factors determining the resource pool of a country as discussed in the text?
A)The quantity, quality, and accessibility of raw material
B)The quantity, quality and cost of personnel available
C)The training and development system available
D)The cost and amount of capital available to firms
Q2) Compare and contrast the appraisal and compensation systems in the U.S.and more collectivist culture nations.Discuss legal and cultural problems that multinational managers might face using a collectivist approach to these systems in the U.S.and using a U.S.approach in more collectivist cultures.
Q3) All of the following are true about US selection practices EXCEPT
A)US selection practices focus on individual achievements and not on group affiliations.
B)US selection practices favor hiring of relatives and friends.
C)The aim of the typical US selection practice is to gather information of a candidate's job qualifications.
D)US selection practices are governed by laws and regulations.
Q4) Describe and discuss the major factors in the national context that affect a nation's HRM practices.
Page 14
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Chapter 13: International Negotiation and Cross-Cultural Communication
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Q1) When communicating with nonnative speakers,which of the following would make communication harder and less accurate?
A)Strictly following basic rules of grammar
B)Using words that have numerous alternative meanings
C)Using slang
D)Using most common words with their most common meanings
Q2) Kinesics is
A)Communicating through body movements.
B)A form of verbal communication.
C)Focuses on how people use space to communicate.
D)The type of touching that is deemed appropriate in different cultures.
Q3) Which of the following represents one possible solution to the "Old Friends" dirty trick?
A)Ignore the ploy and focus on mutual benefits.
B)Keep a psychological distance that reflects the true nature of the relationship.
C)Walk out of negotiations.
D)Reveal when you plan to leave negotiations.
Q4) Identify some cultural differences in body movements (kinesics).How might these influence a negotiation session?
Page 15
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Chapter 14: Motivation in Multinational Companies
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Q1) Describe Vroom's Expectancy Theory.What are some implications for multinational management?
Q2) Setting goals for work groups is recommended in
A)Individualistic cultures.
B)Collectivist cultures.
C)High power distance cultures.
D)Goal setting for groups works equally well in all cultural settings.
Q3) Motivation refers to
A)A feeling of deficit or lacking.
B)Goal-directed behaviors to satisfy human needs.
C)The use of work to satisfy many needs.
D)Consequences of a person's behavior that discourages the behavior.
Q4) Some of the detrimental effects of social loafing can be reduced if A)Individuals are held responsible for performance.
B)Groups are held responsible for performance.
C)The group leader is held responsible for performance.
D)None of the above
Q5) Discuss some of the implications of the operant-conditioning model for multinational management.
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Q6) Discuss equity theory.What are the implications for multinationals?
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Chapter 15: Leadership and Management Behavior in Multinational Companies
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Q1) Define leadership.How might people from different national cultures define leadership? What are the implications of these definitions for multinational leaders working in these countries?
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.
Q3) From the perspective of the subordinates,discuss why culturally inappropriate leadership behaviors might be de-motivating.
Q4) What is attribution theory? How can leaders use attribution theory to help them be good leaders?
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