International Business Exam Bank
Course Introduction
International Business explores the complexities of conducting commerce across national borders, examining the economic, legal, cultural, and political environments that influence global trade and investment. The course covers key topics such as international market entry strategies, global supply chains, cross-cultural management, international financial systems, and the impact of globalization on business operations. Students will gain an understanding of the opportunities and challenges faced by multinational enterprises and develop analytical skills relevant to managing in a dynamic and interconnected world economy.
Recommended Textbook
Strategic Management Concepts and Cases Competitiveness and Globalization 9th Edition by
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13 Chapters
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Page 2
Chapter 1: Strategic Management and Strategic Competitiveness
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130 Verified Questions
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Sample Questions
Q1) Knowledge is composed of all the following EXCEPT
A) insight.
B) expertise.
C) information.
D) intelligence.
Answer: A
Q2) (Refer to the above Case Scenario) Which groups of stakeholders does Jewell's statement appear to speak to?
Answer: This statement focuses on capital market stakeholder groups and one product market group, the customers. The best answers will note how each sentence speaks to which stakeholders, identify the groups to which the stakeholders belong, and explain why the statement addresses their interests. The best answers will also identify which stakeholder groups are not directly mentioned, such as employees, host communities, and suppliers.
Q3) New markets created by iPods, PDAs, and WiFi 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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Sample Questions
Q1) The political/legal segment of an environment represents
A) the political preferences of different ethnic groups in the society.
B) the technological values of different political entities in society.
C) how organizations and governments mutually try to influence each other.
D) the system of regulations governments at all levels place on businesses.
Answer: C
Q2) Strategic groups are firms in different industries following the same or similar strategies.
A)True
B)False
Answer: False
Q3) In the airline industry, consolidation among fuel providers serving airport facilities would be considered as ____ factor in the five forces model of competition.
A) a reduction of the airlines' abilities to enjoy economies of scale
B) an increase in switching costs because the airlines have no choice but to use jet fuel and other oil products
C) an increase in the bargaining power of suppliers of a critical input
D) an increase in the intensity of rivalry among airlines for scarce resources
Answer: C
Page 4
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Q1) Given enough time, any firm's competitive advantage can be imitated by its competitors.
A)True
B)False
Answer: True
Q2) The critical executive skill of the current business age is the ability to
A) manage technological innovation.
B) manage human intellect.
C) initiate change and overcome inertia.
D) coordinate tangible and intangible resources.
Answer: B
Q3) A company can earn above-average returns only when the value it creates is less than the costs incurred to create that value.
A)True
B)False
Answer: False
Q4) Any core competency has the potential to lose its value creating ability. A)True
B)False
Answer: True Page 5
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Chapter 4: Business Level Strategy
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Sample Questions
Q1) The activities in the value chains of companies using focus strategies are quite different than the activities in the value chains of companies using industry-wide business strategies.
A)True
B)False
Q2) Michael Porter points out that strategic fit among many activities is fundamental to A) the development of core competencies for a firm.
B) the breadth of competitive scope for a firm.
C) sustainability of a firm's competitive advantage.
D) the integrity of the firm's value chain.
Q3) When selecting a business level strategy, the firm determines who will be served, what customer needs will be satisfied, and how those needs will be satisfied.
A)True
B)False
Q4) When a firm chooses a business-level strategy, it must answer the questions "Who? What? and How?" What are these questions and why are they important?
Q5) Describe the risks of a differentiation strategy.
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7
Chapter 5: Competitive Rivalry and Competitive Dynamics
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Q1) Quality affects the degree of rivalry in that firms lacking quality are likely to me more aggressive in their competitive actions until the quality problems are corrected.
A)True
B)False
Q2) (Refer to the above Case Scenario ) The pet food industry provides an example of A) market commonality.
B) resource similarity.
C) multimarket competition.
D) market commonality, resource similarity, and multimarket competition.
Q3) Coca Cola and PepsiCo compete across a number of products (e.g., soft drinks, bottled water) and geographic markets (U.S. and foreign markets) indicating that both companies have market commonality.
A)True
B)False
Q4) (Refer to the above Case Scenario ) How can a small player like Zig be such a successful competitor against a large, established firm like Plasco?
Q5) (Refer to the above Case Scenario ) Is Wal-Mart a competitor or a customer of Plasco?
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Page 8
Chapter 6: Corporate-Level Strategy
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Sample Questions
Q1) Vertical integration exists when a company produces its own inputs (forward integration) or owns its own source of output distribution (backward integration).
A)True
B)False
Q2) In the Opening Case, Foster's Group sought to create ___________between the beer and wine businesses.
A) corporate relatedness
B) operational relatedness
C) transferring core competencies
D) financial economies
Q3) Diversification strategies can be used with both value-creating and value-neutral objectives.
A)True
B)False
Q4) When implementing a restructuring strategy, a company would do best by focusing on mature, low-technology businesses.
A)True
B)False
Q5) What are the managerial motives to diversify?
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Chapter 7: Merger and Acquisition Strategies
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Sample Questions
Q1) All of the following are correct about cross-border acquisitions EXCEPT
A) global M&A activity declined in the first half of 2009.
B) there was a significant increase in cross-border activity during the 1990s.
C) cross-border acquisitions remain popular as a viable path to firm growth and strategic competitiveness.
D) global M&A activity grew in the first half of 2009.
Q2) Acquisitions can become a substitute for innovation in some firms and trigger future rounds of acquisitions.
A)True
B)False
Q3) According to the chapter Opening Case, despite the global financial crisis, worldwide M&A activity grew in 2008 and 2009 primarily due to opportunities in the health acre and energy sectors.
A)True
B)False
Q4) An advantage of using horizontal, vertical, or related acquisitions is that they are not subject to regulatory review.
A)True
B)False
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Chapter 8: International Strategy
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Sample Questions
Q1) U.S. companies moving into the international market need to be sensitive to the need for local country or regional responsiveness because of
A) increasing rejection of American culture across much of the world.
B) the sophistication of the international consumer because of the Internet.
C) host country government requirements and cultural differences.
D) the increasing loss of economies of scale.
Q2) In France, fine dressmaking and tailoring have been a tradition predating Queen Marie Antoinette. Cloth manufacturers, design schools, craft apprenticeship programs, modeling agencies, and so forth, all exist to supply the clothing industry. This is an example of the ____ in Porter's model.
A) strategy, structure and rivalry among firms
B) related and supporting industries
C) demand conditions
D) factors of production
Q3) Although licensing is the least costly method to enter a foreign market, its disadvantages include high costs of transportation and low control over the marketing and distribution of goods.
A)True
B)False
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Page 11
Chapter 9: Cooperative Strategy
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Sample Questions
Q1) The two basic approaches to successfully manage cooperative strategic alliances involve ____ and ____.
A) cost minimization, opportunity maximization
B) monitoring systems, multiple management approaches
C) contractual systems, financial systems
D) equity approaches, nonequity approaches
Q2) The chapter Strategic Focus about the TNK-BP joint venture illustrates managing a cooperative venture through opportunity maximization.
A)True
B)False
Q3) According to the chapter Opening Case, IBM has specific performance-related objectives (such as developing leading-edge chip technology) that it wants to accomplish as it engages in an array of cooperative arrangements.
A)True
B)False
Q4) Identify and define the different types of strategic alliances.
Q5) Identify the three types of corporate-level cooperative strategies.
Q6) Describe the two strategic management approaches to managing alliances.
Q7) Identify and define the two different types of network strategies.
Page 12
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Chapter 10: Corporate Governance
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Sample Questions
Q1) One means that is considered to improve the effectiveness of outside directors is A) mandating that all outside directors be drawn from government or academia rather than industry.
B) requiring that outside directors be former executives of the firm.
C) requiring outside directors to own significant equity stakes in the firm.
D) requiring that outside directors be truly objective by having no ownership interest in the firm.
Q2) A powerful CEO would oppose the appointment of a lead director on the board of directors.
A)True
B)False
Q3) ____ is an important influence in Japanese corporate governance structures.
A) Innovation
B) Consensus
C) Competition
D) Individualism
Q4) Define the agency relationship and managerial opportunism and discuss their strategic implications.
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Page 13
Chapter 11: Organizational Structure and Controls
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Sample Questions
Q1) According to Michael Dell, an overemphasis on financial controls to produce attractive short-term results contributed to performance difficulties at Dell, Inc. This point emphasizes the importance of properly balancing the use of strategic and financial controls.
A)True
B)False
Q2) Organizational structures must be both stable and flexible.
A)True
B)False
Q3) The worldwide geographic area structure differs from the worldwide divisional structure in the level of centralization of decision-making.
A)True
B)False
Q4) The matrix organization has a dual structure combining functional specialization and business product or project specialization.
A)True
B)False
Q5) (Refer to the above Case Scenario ) How would the implementation of this structure differ for Pal?
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Chapter 12: Strategic Leadership
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Sample Questions
Q1) Organizational culture is a complex set of ideologies, symbols, and core values that are shared throughout the firm, but its development is so subtle and poorly understood that top managers cannot influence its content.
A)True
B)False
Q2) Evidence suggests that women are a qualified source of talent as strategic leaders that have been fully utilized especially given the current competitive landscape.
A)True
B)False
Q3) Rewarding those who use proper channels and procedures to report observed wrongdoings is an example of an action that should be taken by a strategic leader to develop an ethical organizational culture.
A)True
B)False
Q4) (Refer to the above Case Scenario ) What factors may threaten the ability of ZW&P's resources and capabilities to generate continued success?
Q5) Define human capital and its importance to the firm's success.
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Chapter 13: Strategic Entrepreneurship
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Sample Questions
Q1) Larger, established firms, mainly those competing globally, use their R&D labs to create competence-destroying new technologies and products.
A)True
B)False
Q2) (Refer to the above Case Scenario ) How will Bunnywac's structure likely need to change if it does begin developing its core battery technologies in-house?
Q3) Most innovations are incremental, not radical.
A)True
B)False
Q4) In order to be successful, a new entrepreneurial enterprise should be sheltered from the global environment until it is firmly established in domestic markets.
A)True
B)False
Q5) A innovation developed through autonomous strategic behavior will probably take the firm into new markets not addressed by its current strategy.
A)True
B)False
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Page 16