International Business Management
Chapter Exam Questions
Course Introduction
International Business Management explores the complexities of operating businesses across national boundaries, focusing on the strategic, cultural, and organizational challenges that multinational enterprises face in the global marketplace. The course delves into topics such as global market entry strategies, cross-cultural communication, international finance, supply chain management, and legal and ethical considerations. Students will develop an understanding of how international economic, political, and cultural environments affect business decisions and will gain practical skills for managing diverse teams, negotiating across cultures, and formulating strategies for global success.
Recommended Textbook
Transnational Management Text and Cases in Cross Border Management 8th Edition by Christopher
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8 Chapters
281 Verified Questions
281 Flashcards
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Page 2
Chapter 1: Expanding abroad: Motivations, means, and mentalities
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34 Verified Questions
34 Flashcards
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Sample Questions
Q1) Which of the following constitutes a list of foreign entry modes that involve the MNE to make a foreign investment
A) Wholly owned, joint venture
B) Wholly owned, license
C) Franchising, joint venture
D) Franchising, license
Answer: A
Q2) If you had been the founder of Dunkin Donuts,would you have chosen to heavily rely on franchising,the strategy used by Rosenberg,as your entry mode to foreign countries? Or would you have chosen to rely on wholly owned subsidiaries as your foreign entry mode? Why?
Answer: Franchising.Franchising can help a company expand internationally faster than wholly owned subsidiaries.This mode does not require commitment of high amounts of resources to the foreign countries.Also this line of business would not require (1) substantial direct investment in foreign countries, (2) active management of these foreign assets, and (3) capability of the organization to leverage its strategic assets more effectively through its own subsidiaries than through contractual relations with outside parties.
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Page 3
Chapter 2: Understanding the international context: Responding to conflicting environmental forces
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37 Verified Questions
37 Flashcards
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Sample Questions
Q1) A transnational industry is characterized by _____________.
A) low national responsiveness and low global integration
B) low national responsiveness and high global integration
C) high national responsiveness and low global integration
D) high national responsiveness and high global integration
Answer: D
Q2) What were the original four dimensions of Hofstede's research?
A) Power distance, uncertainty avoidance, long-term orientation, and "masculinity"
B) Power distance, uncertainty avoidance, individualism, and "masculinity"
C) Power distance, long-term orientation, indulgence, and uncertainty avoidance
D) Indulgence, uncertainty avoidance, individualism and "masculinity"
Answer: B
Q3) MNEs from emerging markets seem to be more poorly equipped to compete in other emerging markets when compared to their counterparts from developed markets.
A)True
B)False
Answer: False
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Page 4
Chapter 3: Developing Transnational Strategies: Building
Layers of Competitive Advantage
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34 Verified Questions
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Sample Questions
Q1) As the CEO of an India based company,how will the rise of the middle class in India help you expand the business?
Answer: One can start by considering middle class consumers' needs and purchasing power.Two types of needs exist: Local and global.There is a potential opportunity for the company to address some of the local needs of the middle class in India and the region.The company may investigate some specific needs of this group such as transportation and food,among others and use its existing capabilities and assets to propose a business model that can potentially address these needs.This recommendation is based on the presumption that the company has a local scope of activities.
Q2) Product diversification as a source of scope economics and shared external relations can lead a company to use common distribution channels for multiple products.
A)True
B)False
Answer: True
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5
Chapter 4: Developing a Transnational Organization:
Managing Integration, Responsiveness, and Flexibility
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32 Verified Questions
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Sample Questions
Q1) The key capabilities of national responsiveness,learning and transfer of home country knowledge abroad,and global-scale efficiency are mutually exclusive.That is,having one capability inhibits the concurrent possession of others.
A)True
B)False
Q2) Which of the following is not characteristic of companies with a transnational strategy?
A) Multiple diverse perspectives are developed and legitimized.
B) Physical assets and management capabilities are internationally distributed, yet interdependent.
C) Integrative processes are flexible and robust.
D) Knowledge is developed centrally and adapted locally.
Q3) In companies with the decentralized federation model,the degree of control and coordination exercised by the headquarters is greater than it is in companies with the coordinated federation organizational model.
A)True B)False
Q4) Briefly discuss the characteristics of the decentralized federation organizational model.
Chapter 5: Creating Worldwide Innovation and Learning:
Exploiting Cross-Border Knowledge Management
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Sample Questions
Q1) Local-for-Local innovative processes can be enhanced through integrating subsidiary functions across different levels.At which level are the control and conflict resolution tasks best concentrated?
A) At the project level (called "article team" at Philips), where relatively junior managers from the commercial and technical functions work together
B) At the product level, where a team of technical and commercial representatives engage in cross-functional coordination
C) At the senior management committee level, where the top commercial, technical, and financial managers in the subsidiary foster subsidiary-level coordination
D) All of the above
Q2) Despite the differences that exist among transnational organizations,there is one optimal approach to managing innovation in these firms.
A)True
B)False
Q3) What are the challenges associated with managing a center-for-global innovation process and what are some of the measures that can be employed to ensure that the process is efficient?
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Page 7
Chapter 6: Engaging in Cross-Border Collaboration: Managing
across Corporate
Boundaries
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Sample Questions
Q1) Flexibility is often the key in a strategic alliance.Please comment.
Q2) Which of the following is not a benefit of a strategic alliance?
A) Firms can transfer their technologies to new markets and increase their revenues from licensing fees.
B) Firms can transfer employees to other organizations to reduce operating costs and acquire new knowledge through the employees they transfer.
C) Firms can gain access to new markets for existing products and learn important new skills from the partner.
D) Firms can share costs and develop new technologies together without being fully integrated.
Q3) The risks associated with collaboration are limited to the inability of both firms to agree on the terms of the partnership.
A)True
B)False
Q4) Alexa is the CEO of a large corporation that wants to partner with a competitor to develop a new technology.Explain the potential risks that Alexa's company may encounter by collaborating with a rival.
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Chapter 7: Implementing the Strategy: Building
Multidimensional Capabilities
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Sample Questions
Q1) While the global business manager must routinely incorporate the perspectives of the geographic (country)managers when formulating the MNE's global business strategy,there is no need to incorporate the perspectives of the worldwide functional managers because these perspectives are incorporated into the formulation of the broader corporate strategy.
A)True
B)False
Q2) Worldwide functional managers would not occupy the following executive role in the MNE
A) Vice-President, Research and Development.
B) President, Marketing.
C) Chief Financial Officer.
D) Vice-President, South America.
Q3) The characteristics that distinguish an effective and energizing global strategic vision do not include
A) shared by all in the transnational organization.
B) simple, relevant and continuously reinforced.
C) tailored to meet the unique needs of each individual group in the MNE.
D) provides direction and purpose.
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Chapter 8: The Future of the Transnational: An Evolving Global Role
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Sample Questions
Q1) Progress in reducing global poverty has been observed to be more closely associated with investments by MNEs than it has with the foreign aid efforts of national governments and non-governmental organizations that have historically demonstrated a lack of business experience.
A)True
B)False
Q2) Responsive MNEs act in a way that is sensitive and responsive to the needs of all its immediate stakeholders.
A)True
B)False
Q3) Excessive pressure from all of the following groups has caused exploitative MNEs to close down manufacturing operations and move to a new location,except:
A) governments.
B) non-unionized employee interest groups.
C) nongovernmental organizations (NGOs).
D) consumers.
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